Naveen Balkhi is a US-certified Korn Ferry–PTI executive coach, an expert in corporate change management and executive development, and a former Wall Street investment banker. With over 25 years of experience across 17 countries, she brings both global perspective and grounded realism to the conversation.
MT: What does the term “leadership presence” actually mean, practically speaking?
Naveen: Leadership presence, to me, is not about how loudly you speak or how visible you are in a room. It’s about how people feel when they are around you. I often describe it as a place rather than a personality trait, a place where people feel safe to speak up, safe to share ideas, and empowered to bring their full potential forward.
It’s not about making noise to be noticed. It’s about the quiet respect people feel for you, where your words and actions carry weight without force. When someone has leadership presence, others feel more confident, not smaller. That’s the real marker.
MT: Can influence be built without a big title or senior position?
Naveen: Absolutely, and this is where influence is often misunderstood. Influence is not about pushing or pulling people into doing something. It’s about creating an inner willingness in others, where they lean in rather than feel pressured.
One of the foundations of influence is competence, not authority. Knowing what you bring to the table and having confidence in that knowledge is critical. If you’re in finance, understand the bottom line and economic context. If you’re in HR, know the talent strategy. If you’re in sthe upply chain, understand global market dynamics.
If someone relies on a title alone to get things done, that’s authority, not influence. Many of us can easily recall bosses who were highly authoritative but not influential, and others who inspired trust and commitment without ever raising their voice. The difference lies in credibility, clarity of purpose, and trust.
MT: How do you distinguish between confidence and authenticity?
Naveen: Confidence does not have to be loud or performative. Some of the most impactful leaders in history, Nelson Mandela, for example, or the Prophet Muhammad (peace be upon him), led with a quiet strength. Their confidence came through in how they treated people, not in how much space they dominated.
Authenticity begins with being comfortable in your own skin. It’s deeply tied to self-awareness and values. You can adjust your behavior for different contexts, how you dress for a boardroom versus a beach, but the core of who you are does not change.
An authentic leader treats the CEO and the office cleaner with the same dignity. That consistency is what people sense, even if they don’t articulate it in those terms.
MT: Young professionals often struggle to be heard. What responsibility do organizations have in empowering them?
Naveen: Organizations play a massive role because culture doesn’t develop by accident; it develops by default if not shaped intentionally. Leaders must decide what kind of culture they want and then design systems to support it.
Some organizations use anonymous idea-generation platforms so ideas are judged on merit, not hierarchy. Others empower employees by giving them limited financial authority to solve customer problems independently, something hotels have done effectively for years.
Clear decision-making frameworks also help: Who decides what? Is it the boss, a committee, or delegated authority? When clarity exists, empowerment follows. However, feedback is critical, and it must be acted upon. Engagement surveys mean nothing if the results gather dust. Moreover, feedback itself is empowering when delivered properly.
There’s also a well-documented gender gap in feedback. Research shows men often receive direct, actionable feedback, while women receive softer, less specific input. That disparity impacts long-term growth and influence. Good feedback, given fairly, helps people take control of their own development.
MT: What small, practical steps can individuals take to build authentic leadership?
Naveen: Leadership is built through habits. Small, consistent actions compound over time. I often recommend starting with clarity around why: Who am I trying to influence, and for what purpose?
Self-awareness is essential. Notice where your words land and where they don’t. We all know when a room leans in and when it doesn’t. If ego gets in the way, that awareness becomes even more important. Soliciting honest feedback is key. We all have blind spots. Someone who can hold up a mirror and say, “This is how you’re coming across,” is invaluable.
Writing things down also matters. Whether it’s a 30-60-90 day plan after a promotion or personal leadership goals, writing creates accountability. Research consistently shows that written goals, especially when shared with someone else, are far more likely to be achieved.
Having a personal “board of directors”, trusted people you can reflect with, can make a powerful difference.
MT: Can AI play a role in this self-reflection process?
Naveen: Why not? AI can be a useful tool for structured self-analysis, goal-setting, and reflection, especially when paired with human feedback. A blended approach can be surprisingly effective.
MT: How can women be assertive without being labeled aggressive?
Naveen: This is a global issue. The same behavior is often perceived very differently depending on whether it comes from a man or a woman. There are tools and language frameworks that help women express assertiveness without aggression. But it also comes down to understanding your strengths and setting clear boundaries.
Even body language matters. Research shows women often physically minimize themselves in meetings, sitting away from the table, taking up less space. Taking the space you need is not disrespectful; it’s necessary. It’s also important to pause during moments of conflict. Asking for time to respond is not a weakness; it’s emotional intelligence. A thoughtful response often protects your position far better than an immediate reaction.
MT: What has changed in your leadership style, and what has stayed constant?
Naveen: What has changed is my ability to read context and nuance. Cultural norms, like personal space or communication style, vary widely, and effective leaders adjust without losing their identity. What has remained constant is respect and dignity. People may forget statistics and presentations, but they never forget how you made them feel.
My early training on Wall Street was intensely numbers-driven, and while that competence still matters, I’ve consciously learned to connect more deeply on the human side. Leadership is always a balance between results and relationships.
MT: If you had to define the DNA of an influential leader in three words, what would they be?
Naveen: First is Trust. Without it, influence is impossible. Second is competence. You must know your subject, whether it’s a billion-dollar project or choosing the best restaurant in town. Third is psychological safety. When people feel heard, seen, and respected around you, you are leading well. Leadership presence is not about how people see you; it’s about how they feel around you.
MT: Is leadership presence cultivated, not inherited?
Naveen: Exactly. It’s something you curate, grow, and evolve. It’s alive, and it requires constant attention to thrive.
