How is your level of charisma? It is an interesting concept to grapple with when it comes to leadership. It often brings up connotations of heroic or powerful leaders such as Richard Branson, JFK and Steve Jobs. Whilst I have a problem with investing so much in these heroic figures I do agree that charisma is an important element of exercising leadership.
I have just finished reading a great book which sheds light on this interesting topic. Charisma Myth - How to Master the Art and Science of Charisma by Olivia Fox Cabane. She has written an excellent "how to" book to help people develop more charisma. It challenges, quite rightly, the view that charisma is genetic and that you either "have it or not". Charisma can be learnt and the author provides some verey good advice and exercises on how to do that.
There is a link below that takes you to an interview the author has done with Forbes magazine.
http://www.forbes.com/sites/danschawbel/2012/04/13/how-to-master-the-art-and-science-of-charisma/
The book talks about the importance of presence and mindfulness and how just simply being present with someone can help improve your level of charisma.
So if you need to influence more then read this book will be useful.
Wednesday, November 21, 2012
Monday, November 19, 2012
Talent & Learning
Today I had the privilege of doing some coaching for some emerging leaders who are undertaking an adaptive leadership program with me. Everyone is at their own readiness of learning and it is exciting to see individuals stretch themselves in areas that aren't easy to do so. So how do you recognise learning agile individuals. An example from one of my sessions today really highlights learning agility to me.
First the person took responsibility for their session - I received a note outlining what she wanted to achieve and then at the start reiterated how we should spend the time together. You would be surprised with how many people come to sessions without preparation. So her accountability for the outcomes in the session was important. Second, she had reflected on how her development goals and behavioural changes were going. She was honest with herself about what she had done but also where she fell short. At no stage was she hard on herself. She was curious about why she had not made progress on some areas rather than judging when she hadn't made the progress.
She had integrated the learning's from the program and articulated how she was applying it in her world. She used the language from the program in an authentic way. She knew when she was on the dance floor and when she was on the balcony. She was able to challenge herself about spending more time in the diagnosis stage and constantly observes what is happening in the system within the cohort she is working with.
During our session she was open to challenge and rather than being defensive she saw it as an opportunity to learn. She also challenged my role as the "authority" figure and how I may be creating a dependent relationship between some other members of the cohort.
In summary - this person was curious, open, took accountability for her learning, was prepared to challenge and was specific about what she could be doing differently. The session flew!!
First the person took responsibility for their session - I received a note outlining what she wanted to achieve and then at the start reiterated how we should spend the time together. You would be surprised with how many people come to sessions without preparation. So her accountability for the outcomes in the session was important. Second, she had reflected on how her development goals and behavioural changes were going. She was honest with herself about what she had done but also where she fell short. At no stage was she hard on herself. She was curious about why she had not made progress on some areas rather than judging when she hadn't made the progress.
She had integrated the learning's from the program and articulated how she was applying it in her world. She used the language from the program in an authentic way. She knew when she was on the dance floor and when she was on the balcony. She was able to challenge herself about spending more time in the diagnosis stage and constantly observes what is happening in the system within the cohort she is working with.
During our session she was open to challenge and rather than being defensive she saw it as an opportunity to learn. She also challenged my role as the "authority" figure and how I may be creating a dependent relationship between some other members of the cohort.
In summary - this person was curious, open, took accountability for her learning, was prepared to challenge and was specific about what she could be doing differently. The session flew!!
Tuesday, November 6, 2012
Leadership and the US Election
A quick blog today as I am running a workshop. It is lunchtime and in the cafe the TV is on following the US election. As a society we place so much expectation on our leaders and as a result they invariably "fail" us. Is it fair that we accede so much expectation to one person whether it be the President of the US or here in Australia, the Prime Minster. Do we really expect this one person to fix all our problems. What if we were to re frame our view on leadership to be less about the role someone plays and more about our own ability to exercise leadership. Can we see leadership as a verb rather than being position based. Would that lower our expectations of the "hero" leader and raise the expectations for our self to get in there and influence and make a difference. So the question to you is, are you placing too many expectations on your leaders or are you exercising leadership in your organisation or community.
Saturday, November 3, 2012
Understanding your Individual System
I am about to embark on a 2 day workshop with client where the focus is on helping a senior team be more effective in how they work together. The work ahead for this team is a challenging one. Whilst I can't provide details what I can say is that all of them are hijacked by their individual system. Ron Heifitz in the program I took at Harvard back in May said "you can't lead the system if you are hijacked by the system". In other words if we are rusted on to our own beliefs, assumptions, roles, needs and hungers that it makes it hard to step up on to the balcony and see what's going on in the broader system. If you are rusted on it makes it hard to "progress the work". In this case the work is helping the team be more effective and to dramatically increase it's revenue. Part of our role as coaches or facilitators is to create a holding environment that allows our clients to step away from their own individual system, which is not easy, and see what's going on in the larger system whether it be a relationship, a team or an organisation.
To do that it is important to understand your own individual system - What are your "chimes" that make noise for you and hijack your ability to step up and see the broader system. Is it a need for competence, a need for approval, a need for control and structure, a need for power or a need for belonging or a need for Independence. It is important to know what it is for you, when it rings and how you can acknowledge it but not surrender to it. It is not easy to do so. If you find that you are constantly hijacked by your own individual system then you may need coaching or even counselling to help let go and gain perspective.
To do that it is important to understand your own individual system - What are your "chimes" that make noise for you and hijack your ability to step up and see the broader system. Is it a need for competence, a need for approval, a need for control and structure, a need for power or a need for belonging or a need for Independence. It is important to know what it is for you, when it rings and how you can acknowledge it but not surrender to it. It is not easy to do so. If you find that you are constantly hijacked by your own individual system then you may need coaching or even counselling to help let go and gain perspective.
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