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Prezentare Bud Haney & Deiric McCann - Leadership Charisma
The document discusses the concept of 'leadership charisma' and its significant impact on employee engagement, productivity, and profitability. Research shows that charismatic leaders can create invested work environments and that anyone can develop charismatic traits through specific behaviors. Six critical behaviors for fostering charisma include positivity, effective communication, energy, recognition of others, tailored vision, and belief in team members.
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Prezentare Bud Haney & Deiric McCann - Leadership Charisma
- 1. Bud Haney • Founder, President & CEO, Profiles International • Author of ‘40 Strategies for Winning in Business’ & ‘Leadership Charisma’ Speakers Deiric McCann • Sr. Vice President, Profiles International • Author of ‘Winning Business Proposals’ & co-author of ‘Leadership Charisma’
- 2. Leadership Charisma TheImpact of the Charismatic Leader Raising Productivity & Profitability
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- 4. “…Charisma for it’s own sake is good for little more than your ego –but put it to work in the service of your business and its impact can be enormous. - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 5. We defined a morepractical ‘commercial charisma’…
- 6. Leadership Charisma "Charismatic leaders create and maintain a work environment where people are emotionally and intellectually committed to the organization's goals. They build an energetic and positive attitude in others and inspire them to do their very best. In doing so they create a common sense of purpose where people are more inclined to invest extra energy and even some of their own time in their work." - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 7. The Research: WhatWe Did • 40,000 manager-leaders assessed for their leadership charisma… • …by almost 400,000 ‘Direct Reports’
- 8. The Research: WhatWe Found • It ALL comes down to behavior! • ANYONE can learn to be a charismatic leader
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- 13. You trimmed costs, Youreengineered your processes, In some cases you reduced your workforce … You now have the team that MUST take you through this economy successfully
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- 16. Engagement = Productivity& Profitability Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries)
- 17. Engagement = Productivity& Profitability …which equates to: …a 51% Gap in Operating Income! …a 39% Gap in Earnings per Share! …between high and low engagement organizations Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.
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- 19. Engagement is DrivenBy • Job Fit • Leadership – too often forgotten!
- 20. The Overlooked Roleof The Leader in Engagement … a great workplace is measured by the quality of three, interconnected relationships: The relationship… …between employees and management …between employees and their jobs/company …between employees and other employees Fortune Magazine’s “100 Best places To Work”
- 21. Engagement The “... a heightened emotional connection that an employee feels for his or her Common Thread? organization, that influences him or her to exert greater discretionary effort in his or her work.” Charisma: “... a special quality of leadership that captures the popular imagination and inspires allegiance and devotion.”
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- 23. The Research: WhatWe Found • It ALL comes down to behavior! • ANYONE can learn to be a charismatic leader
- 24. Leadership Charisma: Two Guiding Principles • WIIFM • The Charismatic Equation
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- 26. The ‘Charismatic Equation’ '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'. - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 27. ANYONE can Learnto be a Charismatic Leader: Six of the Most Critical Behaviors 1. Be a Beacon of Positivity 2. Communicate Effectively 3. Tailor Your Vision 4. Be Energetic & Enthusiastic 5. Recognize the Greatness in Others 6. Use the Charismatic Power of Belief in People
- 28. 1. Be a Beaconof Positivity
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- 30. Positivity / NegativityRatio 1:1 2:1 3:1 4:1 5:1 6:1 7:1 8:1 9:1 10:1 11:1 Team Team ‘Languishes’ ‘Flourishes’ Creativity dies, Creativity thrives, relationships relationships are enhanced, break down & engagement rises, productivity dives people work in ‘flow’, & productivity rises The ‘Losada Zone 2.9013:1 The ‘Losada Line’ Line’ Charismatic & engaging leaders focused on keeping their environment & people in the Losada Zone
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- 32. 1-on-1 Communications • Keep it upbeat • For heaven’s sake, listen! • Solicit ideas, opinions and suggestions • Create a comfortable climate for raising concerns
- 33. 3. Tailor YourVision
- 34. …the best way to keep your stars (engaged) is to know them better than they know themselves ‐ and then use that information to customize the career of their dreams -Source: Timothy Butler & James Waldroop: “Job Sculpting” Harvard Business Review - September-October 1999
- 35. Tailor Your Vision •What are their strengths? • What are their development needs? • What goals do they have for themselves? • What does success look like for them? • What are their family circumstances? • What are their passionate interests? • What will they learn / how will they become more valuable helping you to achieve your vision?
- 36. 4. Energy & Enthusiasm
- 37. Emotional Contagion “Results ofour studies clearly indicated that leaders’ emotional expressions play an important role in the formation of followers’ perceptions of leader effectiveness, attraction to leaders and follower mood … … charismatic leaders enable their followers to experience positive emotions … …the behavior of leaders and managers can make a difference in the happiness and well-being of the followers by influencing their emotional lives” Joyce E.Bono & Remus Ilies
- 38. Everything we sayor do tends to ripple through our network, having an impact on our friends (one degree), our friends’friends (two degress), and even our friends’ friends friends (three degrees)
- 39. 5. Recognize the Greatnessin Others
- 40. Recognition is Chemical Recognition for good work releases Dopamine in the brain, which creates feelings of pride and pleasure. Better yet, that Dopamine hit cements the knowledge that more of that behavior will create more praise, resulting in another Dopamine drench, and so on. ‘In Praise of Praising Your Employees’, Gallup Management Journal
- 41. Recognition is Psychological The ‘Norm of Reciprocity’
- 42. 6. The CharismaticPower of Belief in People
- 43. 2 Key Driversof Individual Performance • Leader’s expectation of an individual
- 44. “…if you havepositive expectations of all of your people then, consciously and unconsciously, you will continually transmit those expectations and support your people in raising their self-esteem, their expectations of themselves, and their engagement with their work to produce the results you expect of them.” - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 45. 2 Key Driversof Individual Performance • Leader’s expectation of an individual • Individual’s expectation of her-/himself
- 46. “As a charismaticleader you must have the very highest expectations of your people, knowing that your expectations will become their expectations – and that their expectations will translate to unprecedented productivity, performance and success.” - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 47. ANYONE can Learnto be a Charismatic Leader: Six of the Most Critical Behaviors 1. Be a Beacon of Positivity 2. Communicate Effectively 3. Tailor Your Vision 4. Be Energetic & Enthusiastic 5. Recognize the Greatness in Others 6. Use the Charismatic Power of Belief in People
- 48. “Everything you do, or do not do, adds to, or subtracts from, your charisma as a leader”
- 50. Where are younow? ‘You cannot manage what you cannot measure’ • Self Leadership Charisma Index (SLCI) • Self Leadership Charisma Quotient (SLCQ) You have little idea what you’re doing that’s working…
- 51. Checkpoint: Self LeadershipCharisma Index & Self Leadership Charisma Quotient
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- 55. Leadership Charisma TheImpact of the Charismatic Leader Raising Productivity & Profitability