Though each man achieved impressive accomplishments for Britain, the quality that separated them as leaders was their approach to people. The difference is best illustrated by the account of a young woman who dined with the men on consecutive nights. When asked about her impression of the rival statesmen, she said, “When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England.”

What distinguished Disraeli from Gladstone was charisma. Disraeli possessed a personal charm sorely lacking in the leadership style of his rival. His personal appeal attracted friends and created favorable impressions among acquaintances. Throughout his career, Disraeli’s charisma gave him an edge over Gladstone.

UNDERSTANDING CHARISMA
Of all leadership attributes, charisma is perhaps the least understood.
At first glance, charisma appears to be an invisible energy or magnetism. There’s no denying its presence, but it’s hard to put a finger on its source. Some mistakenly believe charisma is a birth trait— embedded in certain personalities, but completely absent in others.

I believe charisma is both explainable and learnable. I also believe charisma helps to boost a leader’s influence. That’s why I included it in my book, The 21 Indispensable Qualities of a Leader. In this lesson, I’d like to examine the causes of charisma and teach you how to increase the charisma you display as a leader.

THE QUALITIES OF A CHARISMATIC LEADER
Charisma is defined as, “The ability to inspire enthusiasm, interest, or affection in others by means of personal charm or influence.” Leaders who have this special ability share four things in common:

1) They Love Life

Leaders who attract a following are passionate about life. They are celebrators, not complainers. They’re characterized by joy and warmth.
They’re energetic and radiant in an infectious way.

Look no further than the smile to illustrate the power of charisma. When people see a smile, they respond with a smile. If you’re skeptical, try it. Smile at cashiers, waiters, co-workers, etc. You’ll find your smile earns a reciprocate smile almost every time. We are hardwired to take on the energy of those around us. Leaders who love life have charisma because they fill the room with positive energy.

2) They Value the Potential in People

To become an attractive leader, expect the best from your people. I describe this behavior as “putting a 10 on everyone’s head.” Leaders see people, not as they are, but as they could be. From this vantage point, they help others to build a bridge from the present to a preferred future.

Benjamin Disraeli understood and practiced this concept, and it was one of the secrets to his charisma. He once said, “The greatest good you can do for another is not to share your riches but to reveal to him his own.” When you invest in people and lift them toward their potential, they will love you for it.

3) They Give Hope

People have an inner longing to improve their future and their fortunes.
Charismatic leaders connect with people by painting tomorrow brighter than today. To them, the future is full of amazing opportunities and unrealized dreams.

Napoleon Bonaparte once said, “Leaders are dealers in hope.” They infuse optimism into the culture around them, and they boost morale. While attentive to the current reality, they do not resign themselves to present circumstance.

4) They Share Themselves

Leaders with charisma add value to people by sharing wisdom, resources, and even special occasions. They embrace the power of inclusion, inviting others to join them for learning experiences, brainstorming sessions, or simply a cup of coffee. Such leaders embrace team spirit and value togetherness. As a result, charismatic leaders are not lonely at the top.

When it comes to charisma, the bottom line is other mindedness. For leaders, the greatest satisfaction is found by serving. They find great pleasure celebrating the successes of those around them, and the victory they enjoy the most is a team triumph.

SUMMARY
In closing, charisma has substance. It’s not manipulative energy or a magical gift endowed upon select personalities. Rather, it’s an attractive blend of learnable qualities.

Furthermore, charisma compounds a leader’s influence. Without it, leaders have trouble inspiring passion and energizing their teams. With it, leaders draw out the best in their people, give the best of themselves, and find the greatest fulfillment.

No doubt this can be an honest and valid concern. Most folks never receive any type of training on giving recognition. But, it is a skill that can be learned.

2. “I don’t have time.”

For sure, most of us have more stuff to do than time to do it in. But somehow we all manage to do the things that are really important to us. Maybe, you just haven’t made recognition high enough of a priority. Besides, how much time does it take to say, “Thank you”?

3. “People don’t care about it all that much.”

Yeah, right! Okay, if you look hard enough, maybe you can find one or two people who couldn’t give a flip about being recognized. But for every person like that, there are hundreds who like being stroked for their efforts and contributions. Play the odds.

4. “It’s not MY job!”

Think that giving recognition is strictly a top-down thing that only bosses are responsible for? THINK AGAIN! It’s one of the biggest reasons why recognition doesn’t happen as often as it could. Fact is, supporting an environment in which people are acknowledged and truly appreciated is everyone’s job.

5. “I don’t believe in rewarding people for just doing their jobs!”

Me neither! A “reward” is something special and should be reserved for special achievement. But recognition is an acknowledgement, a favorable notice, and a reinforcement that increases the likelihood that people will keep doing their jobs…and making work that much easier for you!

6. “It becomes meaningless if done too much!”

Maybe so, but most organizations have a looooooong way to go before the meter reads “Too Much Recognition Happening Here.” Actually, it’s insincerity rather than quantity that tends to devalue recognition.

7. “I’m very limited in what I can do.”

Chances are that you’re limited mostly by untapped imagination. Okay, so you don’t control or even have access to money and formal award programs. Those only represent the tip of the recognition iceberg, anyway. Get creative!

8. “Sometimes it’s awkward and uncomfortable.”

So was the first time you drove a stick shift! But the more you did it, the easier it got (hopefully). And the more you liked doing it! If you’re uncomfortable with recognition, there’s a good chance you’re not doing it enough. Go forth and PRACTICE!

9. “People will think they’ve ‘made it’ and stop working hard.”

NOT!  Think about it: Do you slow down when others show appreciation for your contributions? Enough said on this one.

10. “I don’t get it. Why should I give it?”

Because it’s the right thing to do! You know how it feels to have your efforts and achievements overlooked. You know how it feels to be taken for granted. It stinks! Don’t let one wrong become your rationale for doing another.

Today’s lesson is from 180 Ways to Walk the Recognition Talk: The How-To Handbook for Everyoneby Eric Harvey For more information on this resource and other high-impact WALK THE TALK publications, please click here to learn more.

With that in mind, let’s look for a minute at some of the things that Lincoln faced and overcame. You have probably seen lists similar to this, describing Lincoln’s failures, but I’d like to go through it again in order to make some important points, which we will take up immediately after the list. As you are reading this list, I’d like you also to think of setbacks you have faced in your own life, and how you responded to them.

In 1832, Lincoln was working in a general store in Illinois when he decided to run for the state legislature. However, the election was some months away, and before it took place, the general store went bankrupt and Lincoln was out of a job. So, he joined the army and served three months. When he got out, it was time for the election — which he lost.

Then, with a partner, Lincoln opened a new general store. His partner embezzled from the business, and the store went broke. In addition, shortly thereafter, the partner died, leaving Lincoln with debts that took several years to pay off.

In 1834, Lincoln ran again for the state legislature, and this time he won. He was even elected to three more terms of two years each. During this period, however, Lincoln also suffered some severe emotional problems. Today he would have been categorized as clinically depressed.

By 1836, Lincoln had become a licensed attorney. At that time, a law degree was not required to pass the bar exam, and Lincoln had been studying on his own for years. He later became a circuit-riding lawyer, traveling from county to county in Illinois to plead cases in different jurisdictions. He was one of the most diligent of all the lawyers doing this kind of work, and between 1849 and 1860 he missed only two court sessions on the circuit.

In 1838, he was defeated in an attempt to become Speaker of the Illinois legislature, and in 1843, he was defeated in an attempt to win nomination for Congress. In 1846, he was elected to Congress, but in 1848, he had to leave because his party had a policy of limiting terms. In 1854, he was defeated in a run for the U.S. Senate. In 1856, he lost the nomination for Vice President, and in 1858, he was again defeated in a race for the Senate. Yet in spite of all these setbacks, in 1860 he was elected President of the United States.

What can we learn about leadership from looking at this chronology? To me, the most remarkable thing is how every time Lincoln failed at something, he was soon trying for something even bigger. After he lost his seat in the state legislature, he ran for the national congress. After he lost a bid for the Senate, he tried to become vice president — and after he lost the Senate race again, he ended up President of the whole country.

Lincoln saw himself as a leader long before anyone else did — and this is the first key to his leadership genius. He may have failed many times, but somehow he always failed upward. He was propelled by a sense of mission, and he was willing and able to do whatever it took to get that great mission accomplished.

1. Keep Your Eye on the Big Picture.

When things get tough, everybody’s temptation is to become acutely focused on the problem. The Extraordinary Leader, however, will keep his or her eye on the big picture. This doesn’t mean that we don’t address the problem. In fact, we have to address the problem. But what separates a leader from a follower is that the leader doesn’t get caught up in the problem. The leader sees the big picture and keeps moving toward the vision. The further they take their followers toward the vision, the further away from the problem they get.

2. Don’t Get Caught in the War or the Friendly Fire.

When it gets tough even the most loyal team members can be tempted to start shooting and, unfortunately, they sometimes shoot each other! Rather than focusing on the enemy on the outside, they begin to question each other and find many faults with one another that they normally would not have seen. The Extraordinary Leader is the one who can keep from being drug into the fray. They keep their eye on the big picture and act rationally and objectively. They understand that people are heated and are saying things they don’t really mean. The people are firing because they are angry or scared. The Extraordinary Leader understands this and rises above it. This way, they take fewer arrows and they set the example for their followers.

3. Be First to Sacrifice.

When it gets tough, like when there has to be cuts in salaries etc, the leader should do just that – lead. They need to not only be the one who is rewarded the greatest when all is well, but they need to be the first to sacrifice. The Extraordinary leader says, “I know many of you are concerned with the salary cuts. I am too. In the long run we will be healthy again but for the mean time, this is necessary. Understanding this, I want you to know that I am taking a 20% pay reduction myself. I want you to know that we are in this together.” The Extraordinary Leader is the first to sacrifice and will be rewarded with the loyalty of his or her followers.

4. Remain Calm.

Panic is one of the basest of human emotions and no one is immune to it. The Extraordinary Leader, however, takes time out regularly to think the issues through so they can remain calm. They remind themselves that all is not lost and there will be another day. They remind themselves that being calm will enable them to make the best decisions – for themselves and for their followers. Panic only leads to disaster, while calm leads to victory.

5. Motivate.

In tough and challenging times, people are naturally down. They tend to be pessimistic. They can’t see how it is all going to work out. Thus, they have a hard time getting going. The Extraordinary Leader knows this and will focus in on being the optimistic motivator. He or she will come to the office knowing that for the time being, the mood of the group will be carried and buoyed by them and their attitude. Above all else, they seek to show how the end result will be good – and with this they motivate their followers to continue on, braving the current storms, and on to their shared destiny.

6. Create Small Wins.

One of the ways to motivate is to create small wins. The Extraordinary Leader knows that in tough times his or her people think that all is lost. They wonder if they can win. So the Extraordinary Leader creates opportunities for the team to win, even if they are small. They set smaller, more achievable goals and remind and reward the team members when they hit those goals. With each small win, the leader is building the esteem and attitude of his followers, digging them out of their self-created hole of fear.

7. Keep a Sense of Humor.

Look, hardly anything in life can’t be laughed at. The Extraordinary Leader knows that even if the whole company goes down the drain, we still go home to our families and live a life of love with them. The Extraordinary Leader keeps perspective and knows that we humans act irrationally when we get scared and fail, and sometimes that is humorous. Don’t ever laugh at someone’s expense in this situation, because that will be perceived at cold and heartless, regardless of what you meant by it, but do keep the ability to laugh at yourself and the situations that present themselves. By doing this you will keep yourself and your team in an attitude that will eventually beat the tough times.

1. High Values Awareness
Values are regularly communicated and discussed to ensure awareness and understanding throughout the organization.

2. High Values Accountability
People are evaluated on values-driven practices as well as results—with zero tolerance for conscious values violations.

3. Leadership By Example
Leaders earn the right to expect others to do things by doing those things themselves.

4. Values-Driven DecisionMaking
Decisions are checked to ensure they are in accord with organizational values BEFORE they are implemented.

5. In Sync Policies and Procedures
Rules, policies, and practices are evaluated to ensure they reflect and support organizational values.

6. Values-Driven Education
Training and other developmental activities teach people how to demonstrate ethics and apply organizational values.

7. Attention To Perceptions
Climate surveys and other perception-collecting activities are important components of organizational assessment and change strategies.

8. Steady, Incremental Change
Emphasis is placed on many small improvements rather than quick-fix fads and “programs of the year.”

9. Values-Based Selection
The degree to which people subscribe to and practice organizational values is a key criterion in hiring and promotion decisions.

10. Encouraged Initiative
People are rewarded forWalking The Talk rather than complaining, pointing fingers, or waiting for others to take the first step.

Today’s lesson is from Walk The Talk: And Get The Results You Want By Eric Harvey & Al Lucia For more information on this resource and other high-impact WALK THE TALK publications, please click here to learn more.

- Thomas J. Watson

- Gene Landrum

- Don Shula