A junior finance professional demonstrating confidence and poise in the workplace.
In the finance sector, strong executive presence can elevate you from a back-office role to a valued business partner . It’s not just about doing good work – it’s about being seen as confident, credible, and able to influence others. In fact, a survey of HR professionals found 77% agreed that people with good executive presence tend to progress quickly in their careers . For graduates and analysts, developing this presence early can combat impostor syndrome and set you up as a “one to watch” even before you have a formal leadership title . The good news is executive presence is a skill you can build with practice, through your communication, behaviour, and relationships at work.
Communicate with Clarity and Confidence
Effective communication is at the heart of executive presence. Start by speaking clearly and concisely – avoid rambling or hedging your statements. Being succinct and forthright lends credence to your words , whereas filler phrases (like “um,” “maybe,” or “I feel like…”) can undermine your credibility. Observe how senior leaders communicate: often “less is more” – they don’t nervously fill every silence . Instead, they speak when they have something meaningful to add and are comfortable pausing for emphasis. Adopting a calmer, more measured speaking style (rather than rushing or waffling) gives you an aura of gravitas and confidence in meetings . It’s also important to project positive body language: stand or sit upright, make eye contact, and use a steady, clear tone of voice. These cues help others see you as composed and self-assured.
Manage self-doubt. It’s natural to feel nervous or experience imposter syndrome when you’re the most junior person in the room . Australian workplaces can be fairly informal, but presenting to a CFO or partner for the first time can rattle anyone. Remember that even senior executives started where you are. Preparation builds confidence: know your material, rehearse key points, and have notes if needed. By being well-prepared and self-aware, you’ll feel more grounded and less likely to get “hijacked by your nerves” when it’s time to speak up . As leadership coach Fiona Pearman says, “The more self-aware, comfortable and confident you are – with a good understanding of how you add value – the more you’ll have a grounded sense of confidence” . In practice, this means trusting your knowledge and ideas. Take a deep breath and contribute your point of view, even if your style is naturally quiet or reserved. Showing calm under pressure – for example, not panicking if you can’t answer a question immediately – signals maturity. If you don’t know an answer, it’s okay to say “I’m not sure, but I will find out and follow up.” High-potential leaders balance confidence with humility in exactly this way.
Ask thoughtful questions. One of the easiest ways to speak up (without feeling like you’re making a speech) is to ask good questions. Rather than talking for talking’s sake, pose insightful questions that move the discussion forward. Pearman notes that people often underestimate the value of a really good question . Take time before meetings to understand the context – who will be in the room and what the goals are – then think of a question or two that might help the group reach a better outcome . For instance, in a project meeting a junior analyst might ask, “Have we considered X scenario?” or “What might we be missing in our current approach?” Such questions show you’re a considerate, big-picture thinker rather than someone who only executes instructions . This not only boosts your own understanding but also cements your presence as an engaged, strategic mind on the team . In Australian workplace culture – which often prizes a “no worries” collaborative vibe – asking questions can be a low-key way to contribute without seeming overbearing. Just be sure to listen actively to the answers. By routinely speaking up with concise points or questions, you’ll build a reputation as someone who communicates confidently and adds value.
Increase Your Visibility in Meetings and Projects
Early in your career, it’s common to “keep your head down” and focus on executing tasks. While diligence is important, hard work alone isn’t always noticed if you remain invisible . To develop executive presence, junior finance staff should look for opportunities to be more visible and heard day-to-day. Here are some practical strategies:
Use your voice in meetings. Don’t shy away from participating just because you’re junior. Make it a habit to contribute at least once in each meeting – whether by sharing a relevant data point, voicing agreement with a colleague’s idea, or asking a thoughtful question. If nerves are an issue, prepare by reviewing the agenda in advance and noting where you might speak up (e.g. ask about a budget assumption or give a quick update on your analysis) . Speaking up not only demonstrates your knowledge, it also increases others’ awareness of your contributions. As leadership mentor Midja Fisher advises, “Speak up in meetings. Demonstrate your knowledge and share your opinions and ideas” . By regularly adding your perspective, you’ll start to be seen as a confident young professional rather than “the quiet grad” in the corner.
Volunteer for projects and presentations. Build your influence by stepping forward for assignments that offer exposure. For example, if your team needs someone to present the monthly results to stakeholders, consider putting your hand up – even if public speaking intimidates you. Take on tasks that stretch your skills and put you in front of new people (with support from your manager). You could also offer to represent your team at inter-departmental meetings or company events . Volunteering signals initiative and gives others a chance to recognize your capabilities. As you succeed in small leadership moments – like running a meeting or training new interns – your confidence and credibility will grow.
Be proactive and solution-oriented. One way junior staff can influence without a title is by being the person who finds answers. If a senior manager voices a question or a problem, take it upon yourself to research and respond. Career coaches suggest that when a leader is looking for information, that’s your cue to provide the answer . For instance, if a director wonders about a recent market trend affecting your firm, you might follow up with some analysis or a short summary in an email. By proactively solving problems or filling information gaps, you demonstrate initiative and show that you care about the bigger picture – traits associated with leadership presence. This doesn’t mean overstepping your role; it means being helpful and resourceful. In Australia’s egalitarian office culture, taking initiative is usually welcomed (as long as you’re not acting like a know-it-all). People will start to seek your input because they know you deliver value. Over time, this builds your influence informally – colleagues and managers trust you to step up when needed, even though you don’t have official authority.
Showcase your expertise (but don’t hoard it). As a finance grad or analyst, you likely have strong technical skills (Excel modelling, accounting knowledge, etc.). Use that expertise to contribute insights that others might miss. Maybe you notice a pattern in the numbers that has strategic implications – speak up and point it out. Share credit with your team and don’t fall into the trap of thinking you must have all the answers; executive presence isn’t about being the smartest person in the room on every topic. In fact, you shouldn’t be afraid to admit what you don’t know. Asking for clarification or help when needed shows confidence, not weakness. As Pearman notes, many early-career professionals assume they must always be the subject matter expert, when in reality admitting you don’t know something can be a smart move . It shows humility and willingness to learn – qualities that senior leaders respect. So if a question is outside your expertise, it’s perfectly fine to say, “I’m not familiar with that – could you elaborate?” and then listen closely or follow up later. You’ll learn faster and earn a reputation for honesty and curiosity, rather than floundering or bluffing. Remember, executive presence is as much about how you handle what you don’t know as what you do know.
Build Relationships with Senior Stakeholders
Cultivating executive presence is also about who knows you. In a relatively flat Australian workplace, junior staff often have access to senior leaders – especially in open-plan offices or at Friday afternoon mingles. Take advantage of this accessibility to build genuine relationships up the chain. Don’t wait years to introduce yourself to key people in your organization. A great piece of advice for young professionals is to “identify and obtain exposure to key decision makers” at work . Make a list of a few higher-ups whom you could learn from or who oversee areas you’re interested in. Then look for appropriate ways to connect with them. This could be as simple as greeting them at the coffee machine, or asking a thoughtful question after an all-hands meeting. If a senior executive from another team visits your office, you might say hello and introduce yourself briefly (“Hi, I’m Alex from Finance – I really enjoyed the town hall insights on XYZ.”). The idea is to put faces to names and signal that you’re an engaged team member.
Don’t be intimidated by titles or formality . In Australian culture, most executives are quite approachable and remember that they “were all where you are today at one time in their careers” . Many will appreciate a junior employee taking the initiative to connect, as long as it’s respectful of their time. For example, you could request a short coffee chat with a senior manager to learn more about the business. Frame it as seeking their insight: “Would you be willing to share any career tips for someone at my stage? I’d love to hear how you transitioned into leadership.” Often, they’ll be happy to help. Even if they’re busy, you’ve put yourself on their radar in a positive way.
Find mentors and sponsors. One of the fastest ways to grow your presence is under the wing of experienced people. Seek out a mentor – formal or informal – who can guide you and introduce you to others. As one career expert notes, good mentors use their network to connect you with top executives and influential colleagues . They become champions for you. For instance, your mentor (perhaps a finance manager in another division) might invite you to sit in on a meeting with senior leaders or recommend you for a cross-department project. These warm introductions build your credibility far faster than going it alone. If your company has a mentorship program, sign up; if not, you can still cultivate mentoring relationships naturally (start by asking someone you admire if you can grab a coffee and pick their brain). Likewise, identify a potential “sponsor” – usually a high-level person who will advocate for your advancement. You typically earn sponsors by proving yourself on the job, but once you have one, they might speak up for you when new opportunities arise. In Australia, where who-you-know can be as important as what-you-know (given our tight-knit professional communities), these relationships are invaluable. Expanding your internal network beyond your immediate team is key. As Midja advises, “Start expanding your network both within your organisation and externally. Build relationships across different departments… Speak with your immediate manager regularly. Find a sponsor within your organisation.” . Make time to attend company social events or young professional networking nights – this shows you’re invested in the community and helps break down hierarchies, making senior colleagues see you as a well-rounded future leader.
Importantly, building relationships is not about office politics or brown-nosing – it’s about learning and finding allies. Approach it with authenticity: be genuinely curious about seniors’ experiences and generous in how you support your peers. Over time, you’ll develop a reputation as a connector and someone who works well with people at all levels. This relational credibility translates into executive presence because people instinctively trust and listen to those they know well. When a director has met you personally and knows you’re sharp and eager, they’ll be more likely to value your input on a finance project. Little by little, these connections weave a support network that amplifies your influence beyond your job title.
Deliver Value and Own Your Development
Executive presence isn’t only built in meetings and conversations – it’s also earned through consistent performance and a mindset of ownership. In your early career, focus on doing work that adds the greatest value to your team . This means knowing your role and its impact on the business. Ask yourself, “What am I really here to do? What ‘superpower’ do I bring?” . By zeroing in on your value-add (for example, maybe you’re great at financial analysis or streamlining processes), you can prioritize work that showcases those strengths. Excel at your core responsibilities so that you build a base of reliability – competence is the foundation of credibility. When you consistently knock your tasks out of the park, senior staff will begin to trust your expertise. They might give you increasing responsibility (e.g. owning a section of a report or liaising with a client), further bolstering your experience and presence.
At the same time, don’t get stuck in your comfort zone. Executive presence has a lot to do with having a broad perspective, so seek out learning opportunities to grow beyond your current skill set. Take initiative in your professional development: sign up for that Excel automation workshop, or ask to sit in on a strategy meeting to understand how decisions are made. Showing that you’re proactively developing business acumen will earn respect. Even as a junior, you should start to grasp how the company makes money, what challenges the industry faces, and how financial data influences strategy. Being conversant in these big-picture issues boosts your credibility when talking with executives. An AHRI article notes that even mid-level leaders in Australia are now expected to have solid commercial acumen – like understanding the Profit & Loss and budget implications of decisions . So the earlier you, as a grad, build that commercial awareness, the more you’ll stand out. For example, if you can relate your analysis to broader business outcomes (“This cost-saving could improve our profit margin by 2% next quarter”), senior managers will see you as someone who gets it. You move from just a “numbers person” to a potential strategic advisor in their eyes.
Crucially, take ownership of your work and mistakes. If something goes wrong, don’t hide – communicate with your manager, take responsibility, and focus on solutions. Owning your results (good or bad) signals maturity. It also builds trust with higher-ups: they know you will be accountable and honest, which is a hallmark of leadership. Conversely, if you deliver a success, share the credit with your team and communicate the outcome upward. For instance, if you finished an analysis that helped save costs, you might email your manager and cc the department head with a brief note on the findings and a thank-you to the team members who assisted. This isn’t bragging; it’s ensuring leadership is aware of value added while demonstrating humility. As Midja writes, “Increasing your visibility is not about bragging… It’s about building your personal leadership brand and the reputation of your team, so that you can be of greater service to others.”. Keep that service mindset – you’re showcasing contributions so the team and company benefit, not just for personal glory.
Finally, adopt a growth mindset for yourself. Seek feedback from mentors or managers on how you come across in meetings or what you could improve. Maybe a colleague notes you tend to speak too fast when nervous – that’s something to work on. Or you realize you need to improve your PowerPoint skills to present data more effectively. Continuously learning and improving is itself a form of executive presence; it shows you’re serious about evolving into a better leader. Don’t be afraid to step outside your finance silo as well – join the social committee, volunteer for a charity day, or contribute a post to the company blog. These “extracurricular” efforts increase your visibility and round out your image as a proactive, engaged professional. They also often build soft skills like communication, teamwork, and empathy, which will shine through in your day job.
Stay Authentic and Culturally Aware
In developing your executive presence, authenticity is key. There’s no need to adopt a fake “corporate” persona or act overly formal if that’s not you. Australian workplaces generally appreciate authenticity and straight talk. In fact, trying too hard to impress can backfire. Exhibit confidence, but remain humble and approachable. As one leadership coach puts it, “Bravado and arrogance don’t inspire admiration. A self-aware person exudes self-assurance and empathy.” People respond well to humility – studies even show that demonstrating humility makes you more likable as a leader . So, by all means be proud of your abilities, but don’t boast about them. Let your work and your thoughtful contributions speak for you.
Be mindful of the “tall poppy syndrome” – the idea in Australian culture that people who “stick out” or tout their successes too much may be resented . This doesn’t mean you should hold yourself back; rather, frame your achievements in a way that is genuine and team-oriented. For example, instead of saying “I did XYZ analysis perfectly,” you might say “Our team’s analysis helped clarify XYZ – I’m happy I got to contribute to that effort.” Share credit and show gratitude for opportunities. If you worry about being seen as a tall poppy when self-promoting, remember Midja’s advice: being visible is not about ego or self-promotion, it’s about letting people know how you can help and serve . When you approach it from the angle of contributing to the greater good, you can be confidently visible without coming across as arrogant.
Also, leverage the strengths of your own personality. Executive presence doesn’t mean being loud or extroverted if that’s not who you are. Introverts can project a powerful presence by being calm, attentive listeners who deliver concise, weighty remarks. If you’re naturally upbeat and friendly, channel that into positive energy that lifts others up (just temper excessive informality when appropriate). The common thread is authentic confidence – being comfortable in your own skin and role. Australian workplaces often value a bit of self-deprecating humor and a “we’re all human” attitude, so showing some personality can help people warm to you. The goal is to be someone others trust and enjoy working with, regardless of rank. By building real rapport (say, chatting about the weekend footy game with the team leader or remembering the CFO’s coffee order), you cultivate a presence that is not just respected, but also liked. People with executive presence in Australia tend to balance professionalism with that trademark Aussie relatability and humility.
Conclusion: Lead from Where You Are
You don’t need a manager title to start exhibiting leadership qualities. Executive presence is about the signals you send every day through your communication, actions, and attitude. By speaking up with confidence, seeking visibility for the right reasons, forging relationships, and continuously growing, you will shape how others perceive you. Over time, colleagues and bosses will come to see you as a leader, even if you’re still in a junior role. Remember that building this presence is a gradual journey – it won’t happen from one big presentation or one networking event. It’s the accumulation of small moments: the way you handled a tough question in a meeting, the insight you shared in a report, the initiative you took to help a teammate, the genuine conversation you had with a director.
Each of those moments builds your credibility and influence bit by bit. Keep at it, and be patient but persistent. Solicit feedback along the way and be willing to adapt. And importantly, stay true to yourself as you grow. Executive presence is not about putting on an act; it’s about developing the best version of you as a professional – one who is confident, capable, and connected to others. In the words of one career advisor, “Once you have increased your visibility, you’ll become known and valued in your company. You can then start to exert influence.” Even as a junior analyst or accountant, you can have a meaningful impact by showing up with purpose and poise. By following the strategies above and respecting the Australian ethos of humility and teamwork, you’ll be well on your way to crafting an executive presence that accelerates your finance career. Embrace a growth mindset, step into the spotlight when needed, and watch your opportunities—and confidence—multiply.
Sources: