"In my native language, I'm confident in my ability to engage with employees and persuade investors with my leadership and business skills. But as soon as I switch to English, I find myself just 'reading from a script for fear of making mistakes,' and my “Executive Presence” diminishes." For executives at global pharmaceutical companies whose first language is not English, this is a common challenge.
McKinsey has noted that a CEO's words and actions carry the most weight within an organization, and that the CEO must set the standard as a storyteller, embodying the company's culture, purpose, and values. In other words, communicating in English is not merely a technical skill of 'speaking well'; it is the very 'act of management' itself—conveying what the CEO commits to, what they prioritize, and who they protect.
The life sciences industry, in particular, has a structure where long R&D cycles and the uncertain, binary nature of clinical outcomes (hit or miss) amplify market uncertainty. Acknowledging this, McKinsey states that investor engagement is crucial for "bridging the gap between a company's intrinsic value and its market valuation (stock price)."
This article explains how to build executive presence that is directly linked to 'moving people and protecting value,' rather than focusing on grammatical accuracy. We will provide essential leadership English phrases and strategies for Town Hall Meetings, PMI (Post-Merger Integration), and IR (Investor Relations), complete with practical examples.
The Decisive Difference Between 'Manager's English' and 'Executive's English'
The purpose of an executive's English is fundamentally different from that of a staff member or manager. John Kotter (Harvard Business School) explains that while management brings order and consistency by planning, budgeting, and controlling to cope with complexity, leadership sets a direction (vision) and motivates and inspires people to overcome obstacles in order to cope with change.
This difference directly translates to English output. A manager's English tends to focus on 'what happened (reporting),' whereas an executive's English must clearly articulate intent and priorities: 'what to protect, what to choose, and what to do by when.'
In HBR's discussion on executive presence, it is categorized into three areas: Gravitas, Communication skills, and Appearance. It is particularly noted that in communication, one's voice, facial expressions, and intentional pauses can be more powerful levers for creating 'confidence and control' than physical appearance.
Key Point: Manager English vs. Executive English
Manager English = English for reporting 'what happened.' Executive English = English for conveying intent and priorities: 'what to protect, what to choose, and what to do by when.' Simply understanding this difference and being conscious of non-verbal signals and subject choice can significantly enhance your presence in English.
The Use of Pauses and Pacing
Speaking quickly and fluently does not always indicate competence. Research published in the Journal of Nonverbal Behavior shows that while a faster speaking rate can be associated with evaluations of 'confidence and competence,' the effect may diminish or even reverse if it is too fast. Furthermore, research in Japan has reported that fast speech enhances 'expertness,' while slow speech enhances 'trustworthiness,' making speech rate a strategic variable for 'which impression to create.'
Regarding pauses, a study in Organizational Behavior and Human Decision Processes suggests that 'short pauses' inserted by a speaker can elicit assents from the listener, potentially leading to being perceived as 'helpful.' A CEO's pause is not about 'stopping,' but a technique to 'punctuate and create control.'
Practical Technique: Ask → Pause → Prompt
In HBR's discussion of executive presence, a specific technique is presented: instead of asking a Yes/No question like, "Do you understand?" one should ask an open-ended question like, "What questions do you have so far?" and then wait for 5 to 10 seconds. In an online meeting, this intentionally creates time for the other party to unmute. This kind of tempo design, more than grammatical precision, creates the impression that 'this person is in command of the meeting.'
We-centric Storytelling: The Charismatic Structure of Using 'We' as the Subject
For a pharmaceutical CEO, the most powerful charismatic structure is We-centric storytelling. A study in the Journal of Business and Psychology reported that an increase in a CEO's "we-referencing" showed a positive correlation with objective financial indicators such as ROA (Return on Assets) and sales per employee. The use of 'we' language signals the construction of a 'common us.'
Furthermore, a field study of teams in The Leadership Quarterly reported that a leader's use of "WE references" was associated with team members' voice behavior. Especially in a PMI scenario, starting with "We are committed to..." instead of "I decided" is a rational linguistic behavior to accelerate the psychological integration of both the acquiring and acquired parties.
5 Essential Strategic and Financial Terms for Pharmaceutical Executives and IR
Here are five essential terms that executives must master to demonstrate management discipline and vision to institutional investors and global employees, explained in the order of 'Definition → Strategic Context → How to Use as a CEO.'
Blockbuster
A Blockbuster is an industry term generally referring to a major pharmaceutical drug that achieves annual sales of over $1 billion. An analysis in Nature Reviews Drug Discovery suggests that blockbusters have been the financial foundation supporting the R&D model of research-driven pharmaceutical companies, functioning as a symbol of 'earning power and the reproducibility of research investment.'
However, as there are concerns about over-reliance on blockbusters, a CEO must speak of them in conjunction with alternative growth drivers after the Loss of Exclusivity (LOE)—such as next-generation assets, indication expansion, and new therapeutic areas—to transform the word from a 'source of reassurance' into an 'entry point for the next growth curve.'
Pipeline Valuation
Pipeline Valuation is a method for assessing the economic value of a portfolio of drug candidates in development. According to PwC, representative metrics include eNPV (expected Net Present Value) and rNPV (risk-adjusted NPV), which are calculated by multiplying the probability of success at each phase by the scenario value.
A CEO uses this term to show investors the discipline of capital allocation—that 'the pipeline is not a dream, but is managed based on an expected value that incorporates success probabilities and the cost of capital'—and the mechanism by which value increases or decreases with each milestone.
Unmet Medical Needs
Unmet Medical Needs refer to medical challenges for patients that are not adequately addressed by existing therapies. The FDA defines this as "providing a therapy where none exists" or "providing a therapy that may be better than available therapy."
This is a keyword that allows one to simultaneously speak of 'social justification (patient value)' and 'differentiation from competitors.' McKinsey also states that in the investor narrative, it is necessary to explain how unmet needs will be met and how the mechanism of action differs from the standard of care.
PMI: Post-Merger Integration
PMI (Post-Merger Integration) is the complex undertaking of unifying two organizations with different processes, organizational structures, and corporate cultures after an M&A is completed. NRI describes it as consisting of three stages—management integration, operational integration, and cultural integration—while BCG also describes it as a complex effort to unify two organizations with differing processes, structures, cultures, and management.
By using the term "PMI," a CEO declares to the organization that 'integration is not an event, but a continuous operation.'
Synergy Realization
Synergy Realization is the process of actually capturing the expected cost savings and revenue enhancement effects from an M&A integration. Alvarez & Marsal states that a synergy plan should include specific actions, timelines, and required resources.
Only when accompanied by an execution plan detailing 'who does what by when to achieve how much' can an executive gain investor trust. A CEO works to earn the market's trust by speaking not only of numbers (targets) but also of the realization mechanism (operating plan).
A Collection of English Phrases to 'Command the Room' in Town Halls and PMI
In all-hands meetings (Town Hall Meetings) and Day 1 speeches for PMI, you must show 'Empathy' to anxious employees while presenting a firm 'Direction.' McKinsey notes that on Day 1 of a PMI, it is important not only to celebrate but also to clarify 'what will change and what will not,' enabling employees to continue their work from the very first day. Communicating difficult messages directly is valued, while baseless 'happy talk' is counterproductive.
Delivering Bad News: Empathy + Direction
① Be direct
"I want to be direct with you. We are making a change to [organization] effective [date]."
(I will be direct with you. As of [date], we will make a change to [organization].)
② Provide reassurance with 'what will not change'
"I know this is difficult news. Here is what will not change: our commitment to patients, quality, and your safety."
(I understand this is difficult news. However, some things will not change: our commitment to patients, quality, and your safety.)
③ Present 'what will change' together with 'support measures'
"Here is what will change—and why. [Reason]. And here is how we will support you through it: [support measures + timeline]."
(Here is what will change, and the reason is [reason]. To help you through this change, we will provide [support measures + timeline].)
Principle of Phrase Design
Use the sequence 'Conclusion → Reason → What remains unchanged → Next step' to steer the information toward 'management control' before it gets overwhelmed by 'people's anxiety.' McKinsey points out that sincere and transparent communication is essential in PMI, and that 'going dark' (saying nothing) causes the most damage.
PMI Day 1: Phrases to Create 'One Team'
These are phrases to eliminate the confrontational structure of 'acquirer' and 'acquired' and to accelerate psychological integration. Research from the Journal of Business and Psychology reports that a CEO's use of 'we' to foster a common identity was linked to organizational performance indicators, making it a rational linguistic behavior to accelerate cultural integration in the early stages.
"Today is not about 'acquirer' and 'acquired.' Today, we become one team with one mission: delivering better outcomes for patients."
(Today is not about the 'acquirer' and the 'acquired.' Today, we become one team with one mission: to deliver better outcomes for patients.)
"We will take the best of both organizations—your strengths and our strengths—and build something neither of us could build alone."
(We will combine the best parts of both organizations—your strengths and our strengths—to create something we could not have built alone.)
"Let me be clear about Day 1: what's changing, what's not changing, and where to go for decisions."
(Let me be clear about Day 1: what is changing, what is not changing, and where to go for decisions.)
The 'Acknowledge & Pivot' Technique for Tough Q&A
Acknowledge & Pivot is a response technique where you first acknowledge the emotion behind a challenging question, and then pivot the conversation back to facts and next actions. McKinsey points out that in CEO communication, actions, commitment, and consistency are valued more than 'eloquence.'
"Thank you for raising that. I hear the concern behind your question. What I can share today is [facts]. What I cannot do is speculate."
(Thank you for your question. I understand the concern behind it. What I can share today is [facts]. I cannot speak on speculation.)
"Here's what we will do: [action + owner + timing]. And here's how it connects to our strategy: [one-sentence strategic anchor]."
(What we will definitely do is [action + owner + deadline]. And this is directly linked to our [one-sentence summary of strategy].)
Pipeline Storytelling for Overseas IR and Institutional Investors
The purpose of IR is not 'explanation,' but creating a state where the market can correctly evaluate your intrinsic value. McKinsey states that in life sciences, investor engagement is key to bridging the gap between intrinsic value and market valuation, and it's important to position short-term challenges within a 'credible long-term growth narrative.' Investors also seek a 'consistent equity story,' and inconsistent messaging across multiple touchpoints can be perceived as a lack of strategic coherence.
At the same time, statements made in IR for a publicly traded company carry legal and regulatory risks. In the U.S., Regulation FD addresses selective disclosure, and when discussing forward-looking statements, one must meet the requirements of the safe harbor provision (PSLRA). Final disclosure decisions vary by listing market, jurisdiction, and specific case, so always follow your company's internal legal/IR/disclosure committee procedures.
Reframing Clinical Trial Delays as a 'Commitment to Quality'
Reframe delays not as failures, but as investments in safety and quality. According to McKinsey's insights, an effective sequence of explanation is: ① patient safety and data integrity → ② specific corrective actions → ③ revised timeline → ④ next proof point.
"We understand the frustration around the timeline shift. This is not a change in ambition—it's a commitment to safety, quality, and rigorous data."
(We understand the frustration regarding the schedule change. However, this is not a toning down of our ambition, but a commitment to safety, quality, and rigorous data.)
"What changed is [specific driver]. What did not change is our confidence in the mechanism and the unmet need we're addressing."
(What has changed is [specific factor]. However, our confidence in the mechanism and the unmet need we are addressing remains unchanged.)
"Here is the revised plan: [next milestone] by [date], and we will provide [proof point] at [event/quarter]."
(Here is the revised plan: we will achieve [next milestone] by [date], and present the [proof point] at [event/quarter].)
Avoiding Scientific Jargon and Describing 'Differentiation' with Investor Logic
McKinsey states that a pharmaceutical investor narrative needs to cover elements such as 'unmet needs,' 'mechanism differentiation,' 'regulatory and access pathways,' and the 'patent cliff.' It is more effective to translate differentiation into management language in the order of 'patient value → competitive comparison → feasibility,' rather than delving into the details of the mechanism of action (MoA).
"At a high level, our asset is differentiated in three ways: (1) the unmet need it targets, (2) the degree of clinical impact we aim to deliver versus standard of care, and (3) a clear path to approval and access."
(Broadly speaking, our asset is differentiated in three ways: (1) the unmet need it targets, (2) the magnitude of clinical impact we aim for compared to the standard of care, and (3) a clear path to approval and access.)
"Rather than going deep into the biology, let me translate it into outcomes: we're aiming for [clinically meaningful endpoint] with a profile that supports real-world adoption."
(Rather than getting into a deep discussion of biology, let me put it in terms of outcomes: we are aiming for a [clinically meaningful endpoint] with a profile that supports adoption in real-world clinical practice.)
Winning in IR Through 'Designed Preparation'
Executive presence is determined before the main event. In a practical note from BNY (Bank of New York Mellon), it is stated that earnings calls are a crucial forum and require meticulous preparation led by IR—including anticipating Q&A, conducting mock Q&A sessions, designing roles for who answers which points, and understanding legal and compliance constraints. Here, 'Executive English' is not about fluency, but about having a 'blueprint for answers' that leads back to the equity story.
5 Steps to Building Executive Presence
Transition from 'someone who reads a script' to 'a leader who commands the room and protects value.' Let's practice with the following five steps.
Step 1: Shift Your Mindset
Prioritize 'conveying intent' over 'not making mistakes.' In the HBR framework, the core of Executive Presence is Gravitas, not grammatical accuracy. Aim for the 'weight' that comes from consistently communicating your vision, values, and commitments, rather than perfect grammar.
Step 2: Change Your Subject to 'We'
Start by saying 'We are committed to...' instead of 'I decided.' Research in the Journal of Business and Psychology has reported a positive correlation between CEO we-referencing and financial indicators. Master this charismatic structure that builds a 'common us.'
Step 3: Design Strategic Pauses
Design 5-10 second silences at key points in your speech or Q&A. Research has shown that short pauses encourage listener assent and enhance the impression of being 'cooperative.' However, since overly long pauses can be detrimental, place them as intentional 'punctuation.'
Step 4: Practice 'Pivoting Back' to Your Equity Story
Repeatedly practice the Acknowledge & Pivot technique so that no matter what question arises, you can land strongly on your company's value creation story. McKinsey research shows that investors seek consistency, and inconsistent messaging across multiple touchpoints can appear as a lack of strategic coherence.
Step 5: Build 'Muscle Memory' with Mock Sessions
Repeat mock presentations and mock Q&A sessions (Mock IR) with a third-party coach for scenarios like Town Halls, IR, and PMI. BNY's practical notes also emphasize that mock Q&A and role design are essential for earnings calls.
Conclusion: From Someone Who Reads a Script to a Leader Who Commands the Room and Protects Value
The biggest reason why executives from non-English speaking backgrounds lose their presence in English is that they prioritize 'not making mistakes,' which weakens their communication of decisions, priorities, and values. As Kotter says, management requires both management (order) and leadership (change), and leadership in English is about setting a direction and motivating and inspiring people.
'Executive Presence' in English is not about speaking with perfect grammar. It is the 'Gravitas' created by consistently communicating your vision, values, and commitments.
The practical turning points can be condensed into three. First, speak in terms of 'We,' not 'I,' and center the conversation on the 'common purpose = patient value.' Second, design your pauses and pacing to draw out responses from others while taking control of the meeting. Third, in all situations—IR, PMI, and Town Halls—always return to the same equity story.
An executive's English proficiency is not just a personal skill; it directly impacts the company's global valuation and organizational morale.
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"I want intensive coaching on refining my speech and delivery (vocalization, pauses) for next month's Town Hall Meeting."
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