Charisma, Wisdom and Leadership Kris Cooper, 3 November 2015

Charisma Charisma was noted as essential – even central – in early transformational leadership literature. Over time, views have shifted. Now ‘inspiration’ is considered separately from ‘charisma’. What is “charisma”?

Charisma “compelling attractiveness or charm that can inspire devotion in others” (The New Oxford Dictionary of English, 1998). The term charisma has two senses: (1) compelling attractiveness or charm that can inspire devotion in others, (2) a divinely conferred power or talent. …Since the 1950s the term has become widely used, with varying meanings, in religion, the social sciences, the media, and throughout Western societies. … It retains a mysterious, elusive quality. … (Weber’s classic definition of charismatic authority):

Charisma is a certain quality of an individual personality by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are such as are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader (Wikipedia, downloaded 21 July 2014).

Charisma My research: People who thought charisma was important in leadership, tended to think of it as ‘mana’. However, it was generally considered ‘a bonus’ rather than a necessity. People who thought it was unimportant, tended to associate it with ego-centricity, which they thought was a dangerous characteristic in a CEO.

An Example? Collins’ (2001) Level 5 Hierarchy Level 5: Executive Level 4: Effective Leader Level 3: Competent Manager Level 2: Contributing Team Member Level 1: Highly Capable Individual

An example? Collins’ (2001) Level 5 Hierarchy Level 5: Executive - Builds enduring greatness through a paradoxical blend of personal humility and professional will Level 4: Effective Leader - Catalyses commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards Level 3: Competent Manager - Organises people and resources toward the effective and efficient pursuit of pre-determined objectives Level 2: Contributing Team Member -- Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting Level 1: Highly Capable Individual - Makes productive contributions through talent, knowledge, skills, and good work habits

Collins’ Two Sides of Level 5 Leadership (2001 p.36) Professional Will Creates superb results, a clear catalyst in the transition from good to great. Demonstrates an unwaivering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. Sets the standard of building an enduring great company; will settle for nothing less. Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck. Personal Humility Demonstrates a compelling modesty, shunning public adulation; never boastful. Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. Channels ambition into the company , not the self; sets up successors for even greater success in the next generation. Looks out the window, not in the mirror, to apportion credit for the success of the company – to other people, external factors, and good luck.

The Three Components of Charisma Presence Power Warmth Olivia Fox Cabane

Voice as an Instrument of Confidence and Warmth 7 considerations: Breathing and the diaphragm Posture Throat Mouth and tongue Eyes Movement   Gestures Dr Louise Mahler

Four Styles of Charisma Authority – status and confidence Visionary – belief and confidence Focus – presence and confidence Kindness – warmth and confidence Olivia Fox Cabane

Wisdom “the quality of having experience, knowledge and good judgment; the quality of being wise” (The New Oxford Dictionary of English, 1998). “Wisdom is the ability to think and act using knowledge, experience, understanding, common sense and insight. ... Wisdom has been regarded as one of four cardinal virtues; and as a virtue, it is a habit or disposition to perform the action with the highest degree of adequacy under any given circumstance. This implies a possession of knowledge or the seeking thereof in order to apply it to the given circumstance. This involves an understanding of people, things, events, situations, and the willingness as well as the ability to apply perception, judgement and action in keeping with the understanding of what is the optimal course of action. It often requires control of one’s emotional reactions (the ‘passions’) so that the universal principle of reason prevails to determine one’s action. In short, wisdom is a disposition to find the truth coupled with an optimum judgement as to what actions should be taken in order to deliver the correct outcome” (Wikipedia, downloaded 21 July 2014).

“It can be difficult to define Wisdom, but people generally recognize it when they encounter it. Psychologists pretty much agree it involves an integration of knowledge, experience, and deep understanding that incorporates tolerance for the uncertainties of life as well as its ups and downs. There's an awareness of how things play out over time, and it confers a sense of balance. “Wise people generally share an optimism that life's problems can be solved and experience a certain amount of calm in facing difficult decisions. Intelligence—if only anyone could figure out exactly what it is—may be necessary for wisdom, but it definitely isn't sufficient; an ability to see the big picture, a sense of proportion, and considerable introspection also contribute to its development” (Psychology Today, downloaded 21 July 2014).

Wisdom is contextual Knowledge and experience Good judgment Big picture thinking… Paying attention Being open Having integrity Caring for those following / the future

Qualities that Shape a Group “A group wants direction and is prepared to give position and back it with authority. This is the what of leadership. It can go well or badly. How depends on the intangibles of wisdom, character, presence, and relationship.” Authority Presence Character Discernment (Strom, 2014) Language and Speech Faith, Hope and Love

How does wisdom help you lead? “Wisdom is not a formula or process. Leaders know instinctively that it’s the people stuff that matters most. But reading people is hard work. Where do we start? Wisdom nurtures attentiveness in us. We listen for the words that free people to give their best and those that rob them of the power to act. We look beyond assured explanations. We learn to give equal weight to unity and diversity, and to give up the illusion of balance. We learn not to panic at complexity and ambiguity. Nor to dumb things down. We begin to think and communicate by stories more than by abstract definitions. These are some of the ways wisdom helps me lead” (Strom, 2014, p.25). Mark Strom

“Presence, not charisma, brings respect” (Strom, 2014. p.152).

Final Message It’s about your communication and expression skills, and your willingness, tolerance and aptitude for recognising the impact you have on others. Slow down. Expand your skills. Build your deliberation. Find an authentic style. Accept people…

References Collins, J. (2001). Good to Great. London: Random. Fox Cabane, O. (2012). The charisma myth: Master the art of personal magnetism. London: Penguin. Mahler, L. (2015). Resonate: For people who need to be heard. Australia: Penguin. Strom, M. (2014). Lead with wisdom: How wisdom transforms good leaders into great leaders. Melbourne: Wiley.

References Collins, J. (2001). Good to Great. London: Random. Fox Cabane, O. (2012). The charisma myth: Master the art of personal magnetism. London: Penguin. Mahler, L. (2015). Resonate: For people who need to be heard. Australia: Penguin. Strom, M. (2014). Lead with wisdom: How wisdom transforms good leaders into great leaders. Melbourne: Wiley.