Since April each month I have highlighted the key principles of Leadership Charisma – WIIFM and the Charismatic Equation; and a few of the specific behaviors that make leaders charismatic – communication, vision and positivity. The series continues this month by considering the behavior of energy and enthusiasm.
You’ll occasionally meet some energetic and enthusiastic people who are not charismatic, but you’ll never meet a charismatic person who is not energetic and enthusiastic. The charismatic’s seemingly boundless energy, the perpetual motion that sees him or her take more decisive action, get more done and display more enthusiasm than anyone else, is hugely attractive.
Energy and enthusiasm are fundamental elements of charisma. To become charismatic you will need to master them.
Look what happens when you’re with someone enthusiastic. You automatically tune in and immediately start mimicking that person’s mood and behavior – psychologists call it ‘mood contagion’. You have unconsciously decided that you like what you see and how he or she feels, and you set yourself up to get some of that ‘feel-good’ factor for yourself.
Remember how the ‘charismatic equation’ said that you are charismatic if people feel better after interacting with you? Tap into your natural enthusiasm and you’ll infect all of your people with the positive energetic buzz that comes from that enthusiasm.
For any leader enthusiasm is critical – for a charismatic leader seeking to engage his or her people to the maximum it is absolutely indispensable.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
Tuesday, September 27, 2011
Wednesday, August 3, 2011
Tailor Your Vision
Remember the WIIFM principle of Leadership Charisma we discussed in April? People are concerned first and foremost about their own needs and, in tough times that means their jobs, financial and career security; security for their families’ futures and other self interests. That principle is fundamental to this month’s topic of behaviors that make leaders charismatic.
The charismatic leader develops the ability to take the vision they have of where their department or organization must go and convert it into a form of message or concept that is meaningful to each and every one of his/her people.
To do this you’re going to have to learn a lot about the people who work for you – you cannot tailor the way you present your vision unless you know what is important to each and every one of your people – their own career and life goals, their needs, their particular strengths and challenges. The book Leadership Charisma provides a step-by-step strategy for getting close
enough to each of your people that you can do this effectively.
The key message is: to be charismatic and engage your people fully you must know each of those people deeply enough to be able to tailor your vision so that its realization can be seen to lead to each of your people realizing their own vision.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
The charismatic leader develops the ability to take the vision they have of where their department or organization must go and convert it into a form of message or concept that is meaningful to each and every one of his/her people.
To do this you’re going to have to learn a lot about the people who work for you – you cannot tailor the way you present your vision unless you know what is important to each and every one of your people – their own career and life goals, their needs, their particular strengths and challenges. The book Leadership Charisma provides a step-by-step strategy for getting close
enough to each of your people that you can do this effectively.
The key message is: to be charismatic and engage your people fully you must know each of those people deeply enough to be able to tailor your vision so that its realization can be seen to lead to each of your people realizing their own vision.
If you want to learn more about Leadership Charisma and how you can become eligible for a free copy of the book, contact us at (402) 332-3031.
Saturday, June 4, 2011
Communication
The last 2 posts I've highlighted the key principles of Leadership Charisma – WIIFM and the Charismatic Equation. Now with those principles firmly in mind we will focus on the specific behaviors that make leaders charismatic.
Of all of the behaviors that the research showed were at the heart of charisma and success, communication was by far the single most important skill set. Looking at the totality of what it took to be seen as charismatic, to be seen as someone that others would willingly follow, more than 40% of that impact was generated by good communication.
Think about that: if all you mastered in this life were great communication skills then you'd already be more than 40% of the way to having a charismatic impact upon all of those you encounter. Nothing will get you further or faster in this life than great communications skills.
As a leader the most important communication is one to one communication, because that’s where you’ll spend more of your time with your people. Following are some of the most important things to get right in your everyday communication with your people.
First, we can all find as much negativity as we need in the people and the environment around us – especially in challenging economic times. No one needs it from the person who leads them – and nobody will be moved charismatically by a pessimistic or negative outlook. Keep your communications positive and upbeat – always take the most positive ‘can do’ approach in any situation, however dire. People want and need positive leadership.
You’ve heard it a million times: the best communicators are the best listeners. Learn to listen - genuinely. But don’t just passively listen, make it a point to actively seek ideas, opinions and suggestions from those who work for you – there is nothing with a greater charismatic impact than the good feeling that comes from a respected leader seeking your ideas and opinions. And, when you get ideas or feedback that you don’t like, be prepared to hear people out. Ensure that it is always possible to raise concerns or contrary opinions – without fear of negative consequences. Some of the best ideas will not be your own – so it is equally important to be open to others’ constructive rejection of your ideas or approaches.
For more information about Leadership Charisma attend the upcoming Executive Briefing or call us at (402) 332-3031.
Of all of the behaviors that the research showed were at the heart of charisma and success, communication was by far the single most important skill set. Looking at the totality of what it took to be seen as charismatic, to be seen as someone that others would willingly follow, more than 40% of that impact was generated by good communication.
Think about that: if all you mastered in this life were great communication skills then you'd already be more than 40% of the way to having a charismatic impact upon all of those you encounter. Nothing will get you further or faster in this life than great communications skills.
As a leader the most important communication is one to one communication, because that’s where you’ll spend more of your time with your people. Following are some of the most important things to get right in your everyday communication with your people.
First, we can all find as much negativity as we need in the people and the environment around us – especially in challenging economic times. No one needs it from the person who leads them – and nobody will be moved charismatically by a pessimistic or negative outlook. Keep your communications positive and upbeat – always take the most positive ‘can do’ approach in any situation, however dire. People want and need positive leadership.
You’ve heard it a million times: the best communicators are the best listeners. Learn to listen - genuinely. But don’t just passively listen, make it a point to actively seek ideas, opinions and suggestions from those who work for you – there is nothing with a greater charismatic impact than the good feeling that comes from a respected leader seeking your ideas and opinions. And, when you get ideas or feedback that you don’t like, be prepared to hear people out. Ensure that it is always possible to raise concerns or contrary opinions – without fear of negative consequences. Some of the best ideas will not be your own – so it is equally important to be open to others’ constructive rejection of your ideas or approaches.
For more information about Leadership Charisma attend the upcoming Executive Briefing or call us at (402) 332-3031.
Wednesday, May 18, 2011
The Charismatic Equation
In last month we started providing a summary of a few of the key charismatic behaviors a leader must master to have a consistent charismatic impact upon his/her people. Earlier this year we introduced new research on Leadership Charisma and the book by the same title and last month we also started a series of Executive Briefings about it.
The first key principle we discussed last month was WIIFM – What’s In It For Me. Essentially that principle states that leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. We’ll explore that more in the next few months when we look at some specific charismatic behaviors – for now let’s look at the second key principle: the ‘charismatic equation’.
The charismatic equation is a really very sensible and straight forward principle that explains what gives a person charismatic appeal.
'The extent to which you are perceived as being charismatic is directly proportional to the extent to which people either feel or fare better after each interaction with you'.
In simple terms: if I feel better or do better as a result of spending time with you, then you are charismatic for me. That’s it! Charismatic leaders make it a point to ensure that every interaction with direct reports is focused upon raising the self-esteem, self worth and capabilities of their people.
In future months as we work through the specific behaviors of leadership charisma bear these two principles in mind. You’ll see that they underpin and explain why each and every one of the charismatic leader behaviors is so effective in raising a leader’s charisma.
The first key principle we discussed last month was WIIFM – What’s In It For Me. Essentially that principle states that leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. We’ll explore that more in the next few months when we look at some specific charismatic behaviors – for now let’s look at the second key principle: the ‘charismatic equation’.
The charismatic equation is a really very sensible and straight forward principle that explains what gives a person charismatic appeal.
'The extent to which you are perceived as being charismatic is directly proportional to the extent to which people either feel or fare better after each interaction with you'.
In simple terms: if I feel better or do better as a result of spending time with you, then you are charismatic for me. That’s it! Charismatic leaders make it a point to ensure that every interaction with direct reports is focused upon raising the self-esteem, self worth and capabilities of their people.
In future months as we work through the specific behaviors of leadership charisma bear these two principles in mind. You’ll see that they underpin and explain why each and every one of the charismatic leader behaviors is so effective in raising a leader’s charisma.
Monday, May 2, 2011
WIIFM
Earlier this year we introduced new research on Leadership Charisma and the book by the same title. Also, last month we started a series of Executive Briefings about it. Now we’re going to spend some space summarizing a few of the key charismatic behaviors a leader must master to have a consistent charismatic impact upon his/her people.
However, before we get into the specific behaviors we need to provide some background with the key principles that were uncovered by the research that underpins the book. If all you remember and apply are these key principles then you’ll raise your charismatic impact upon your people dramatically.
The first principle is WIIFM (pronounced ‘wiffum’).
This is not meant in any negative sense whatever, but when you strip away all of the niceties, all the layers of ‘proper’ behavior that define the way we act and talk with others, all the social norms etc., what informs most of what we do is self-interest. Even the most altruistic person asks ‘WIIFM’ – what’s.in.it.for.me? The answer for the true altruist is the sense of doing good by other people; that’s what interests them – so in doing good for others they are actually ultimately acting in their own self interest!
So, it follows that people who follow leaders, who find them charismatic, must be seeing some-thing, or -things, in that person which they believe can help them further their own self-interests. Therefore, if we can identify what constitutes our people’s self-interests, and if we can ensure that we honestly and diligently behave in a manner that help others to achieve their self-interests then people will want to follow us.
Leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. Charismatic leaders know what each person wants from their lives and careers – and then make it their business to identify how each person’s self-interests are served by helping the organization achieve what it needs to achieve.
Next time we will discuss the second key principal, the Charismatic Equation.
However, before we get into the specific behaviors we need to provide some background with the key principles that were uncovered by the research that underpins the book. If all you remember and apply are these key principles then you’ll raise your charismatic impact upon your people dramatically.
The first principle is WIIFM (pronounced ‘wiffum’).
This is not meant in any negative sense whatever, but when you strip away all of the niceties, all the layers of ‘proper’ behavior that define the way we act and talk with others, all the social norms etc., what informs most of what we do is self-interest. Even the most altruistic person asks ‘WIIFM’ – what’s.in.it.for.me? The answer for the true altruist is the sense of doing good by other people; that’s what interests them – so in doing good for others they are actually ultimately acting in their own self interest!
So, it follows that people who follow leaders, who find them charismatic, must be seeing some-thing, or -things, in that person which they believe can help them further their own self-interests. Therefore, if we can identify what constitutes our people’s self-interests, and if we can ensure that we honestly and diligently behave in a manner that help others to achieve their self-interests then people will want to follow us.
Leaders who are seen to be charismatic in the eyes of their people are those who make it their business to always know precisely what it is that interests and motivates their people. Charismatic leaders know what each person wants from their lives and careers – and then make it their business to identify how each person’s self-interests are served by helping the organization achieve what it needs to achieve.
Next time we will discuss the second key principal, the Charismatic Equation.
Sudden Involuntary Change!
Images of the March 11 earthquake and tsunami destruction in Japan along with schematics of nuclear power plants have quickly been seared into our individual and collective consciousness. Beyond what is readily observable, reports indicate the island of Japan moved eight feet and the earth’s axis shifted four inches as a result, or perhaps cause, of the quake. The height of your ceiling is probably about eight feet and four inches is about the length of your smart phone. Neither number seems large in those contexts; however because we consider the earth to be solid and permanent a measurable change of that amount is staggering and helps to explain how such dramatic damage was produced so suddenly. If those geological shifts had occurred in small increments over hundreds of years there may have been numerous small tremors but the gradual shifts would not have resulted in anything close to the devastation we have seen and few lives, if any, would have been lost.
Effectively managing change is one of the most challenging demands for a leader at any level, particularly frontline managers. Perhaps for leaders the main lesson of this complex disaster may be to understand change more clearly. The key variable elements of change are speed and choice. The earthquake and tsunami are examples of no choice and high speed change. That type of change is virtually impossible to resist but good leaders reserve such dramatic changes for critical situations. High choice and gradual change may meet with resistance and the day to day impact may be indiscernible. Think of losing weight or in a business sense something such as shifting work responsibilities to address evolving technology or economic factors.
For all of us, leaders or followers, effectively responding to change is a key determinant of success at work and life in general. Self awareness along with observing how others respond to change are proven strategies for personal development. As you watch events in Japan and elsewhere unfold take a moment to consider the type of change and how people respond.
Effectively managing change is one of the most challenging demands for a leader at any level, particularly frontline managers. Perhaps for leaders the main lesson of this complex disaster may be to understand change more clearly. The key variable elements of change are speed and choice. The earthquake and tsunami are examples of no choice and high speed change. That type of change is virtually impossible to resist but good leaders reserve such dramatic changes for critical situations. High choice and gradual change may meet with resistance and the day to day impact may be indiscernible. Think of losing weight or in a business sense something such as shifting work responsibilities to address evolving technology or economic factors.
For all of us, leaders or followers, effectively responding to change is a key determinant of success at work and life in general. Self awareness along with observing how others respond to change are proven strategies for personal development. As you watch events in Japan and elsewhere unfold take a moment to consider the type of change and how people respond.
Saturday, March 5, 2011
Superheroes are Fictional Characters
There will not be blog entry today. My writing robot had a malfunction and it has not been able to arrange any words to form a meaningful message. Consequently, the following space is left blank and you are free to enter your own words that will be a meaningful and encourages you to read the blog in the future.
Perhaps it is only human nature to dream of helpful superheroes, robots and magical shortcuts. There are countless stories of fraud victims who believed tales of conmen who promised easy riches for a minimal ‘investment’. If we expect someone else to make our life or work easy we very likely will be disappointed if not resentful. On the other hand if we mistrust everyone and everything to the extent we rely only on ourselves we may avoid being disappointed but we will also miss the opportunities to learn from others and enjoy the improved results of collaboration and teamwork. Success in work and life is largely influenced by how effectively we interact with other people.
This month Peak Pathways LLC is introducing a new and exciting concept of measuring and developing Leadership Charisma. As you will find in future blogs charisma is not reserved for celebrities and superheroes. It is simply the effectiveness of our interactions with others that help them to feel or fare better as a result of interacting with us. While that characteristic is critical for any leader it is also fundamental to success in sales or work and life in general. Developing the behaviors associated with charisma will not make you a superhero but it will most certainly make you more successful.
We look forward to exploring this topic with you in more detail in the months ahead and always welcome your comments and questions.
Perhaps it is only human nature to dream of helpful superheroes, robots and magical shortcuts. There are countless stories of fraud victims who believed tales of conmen who promised easy riches for a minimal ‘investment’. If we expect someone else to make our life or work easy we very likely will be disappointed if not resentful. On the other hand if we mistrust everyone and everything to the extent we rely only on ourselves we may avoid being disappointed but we will also miss the opportunities to learn from others and enjoy the improved results of collaboration and teamwork. Success in work and life is largely influenced by how effectively we interact with other people.
This month Peak Pathways LLC is introducing a new and exciting concept of measuring and developing Leadership Charisma. As you will find in future blogs charisma is not reserved for celebrities and superheroes. It is simply the effectiveness of our interactions with others that help them to feel or fare better as a result of interacting with us. While that characteristic is critical for any leader it is also fundamental to success in sales or work and life in general. Developing the behaviors associated with charisma will not make you a superhero but it will most certainly make you more successful.
We look forward to exploring this topic with you in more detail in the months ahead and always welcome your comments and questions.
Subscribe to:
Posts (Atom)