By the time you become a senior executive, you have no doubt honed a set of skills and talents that enable you to be effective in your job. To help you get to this point, you likely had coaches and mentors who closely monitored your progress, prodded you to develop your talents, and, when necessary, confronted you with criticisms that you may not have wanted to hear but needed to hear in order to continue your upward path.
At this stage in your career, most (if not all) of your colleagues are probably subordinates. While you may be “overseen” by a board of directors or very senior boss, your superiors probably no longer closely observe your daily behavior. Instead, they now form their opinions of you based on your presentations in relatively formal settings or on secondhand reports from your subordinates.