Magnetic Flux

Financial Management, April 2009

Richard Reid explains how you can improve your charisma – and how to deal with the more frustrating aspects of working with a charismatic boss.

The concept of charisma as an actual personality trait was first proposed in the early 20th century by a German sociologist called Max Weber. As the varied and often heated responses to Weber’s work indicate, the term is difficult to define. It tends to mean different things to different people, but, despite this, someone who is referred to as “charismatic” is generally viewed as a particularly persuasive and influential person who commands our attention.

Indeed, charisma is often regarded as a magnetic or even quasi-supernatural trait. When people associate with an especially charismatic individual, they can experience a level of well-being and security that prompts them to follow that person into “challenging” situations. You only need to look back 70 years to the time of Nazi Germany to see that, when charismatic visionaries are indulged to excess, it can lead to disaster.

Despite this caveat, charisma can play an enormous part in helping a business to achieve success. A few years ago the business culture was very much geared towards finding individuals who would fit seamlessly within a traditional corporate culture. But in today’s uncertain economic climate companies are seeking leaders who inspire confidence both inside and outside the organisation. In effect, those leaders are being challenged to create cultures based on new values and ethics that must resonate with their target audiences.

A 2001 research report entitled “Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty” (www.snipurl.com/ dfw4t) concluded that it was advantageous for companies to “hire a CEO who is very charismatic rather than one who is excellent at managing operations but who has little charisma – but only when the company is operating under uncertain conditions. Otherwise, they get equal value for money.”

So, while charismatic leadership may not be crucial, it can be particularly helpful to a company in times of uncertainty. A charismatic leader can act as a focal point, energising projects and galvanising support when the going gets tough.

To gain a sense of how charisma can convey confidence and give comfort to employees, consumers and investors, consider the success attained by Sir Richard Branson, the founder and chairman of the Virgin Group. In many ways Branson personifies the brand. Although he is approaching 60 and Virgin is in its fourth decade of business, both portray an image of energy and initiative. Clearly, if charisma could be bottled, we’d all buy it by the lorry-load – and Branson would probably be the first one selling it.

According to a leading researcher in the field, Richard Wiseman, professor of the public understanding of psychology at the University of Hertfordshire, about half of our charisma is innate and half is learned. So, while it would seem that not all of us can be born charismatic, it’s still possible for us to develop our skills in this area. The levels of charisma that we display can be enhanced by challenging our inherent belief systems, using our listening and questioning skills more effectively and applying various mental techniques. The most common ways to achieve this are as follows:

Most of us tend to underestimate how much our body language can contribute to our verbal message. Study people whom you deem to be charismatic to find out how they use their body for effect. As well as considering the pitch and tone of your voice, focus on other aspects such as leaning towards people, maintaining eye contact, assuming the appropriate posture and varying your facial expressions as ways in which to stress your dynamism.
Train yourself to proffer solutions and positive suggestions rather than objections or negativity. This approach will make you appear “above and beyond” the immediate challenges of any given situation. It can also serve to build you into a source of strength and inspiration for those around you.
By showing an active interest in others, you can generate a tremendous amount of goodwill, not to mention a better understanding of the interests of those around you – most people are naturally fascinated with themselves. Once you have a better understanding of their hopes, fears and aspirations, you can harness this energy in a constructive way. Branson, for example, continually evokes strong emotional responses from those around him by pursuing seemingly unachievable goals, displaying confidence in both himself and his employees, and empathising with the needs of the public who support him.

It’s clear, then, that there’s a lot to be said for being charismatic, but it can also have its drawbacks. The fact that charismatic people often focus on innovation and longterm thinking may mean that, as a colleague or subordinate, you are left to deal with the finer details of ensuring the successful execution of their ideas. This state of affairs can understandably lead to conflict. It’s possible for you to minimise the risk in the following ways:

A sking the charismatic leader clarifying questions about their plans will help to ensure that you understand their point of view. Use open-ended questions rather than those that presuppose simple “yes” or “no” answers. Such questions usually start with words such as “how”, “what”, “where”, “who” or “when” (try to avoid using “why”, because this can assume an accusatory tone). A simple “tell me more about…” can serve the same purpose. This approach can not only help you to avert the detrimental effects of assuming a reactionary state of mind; it can also help you to highlight all of the potential problems for further discussion. It shows that you care about the other person’s viewpoint, serving to defuse any negative emotions and helping both parties to consider the situation more logically.
Stating your positive intentions towards the vision or project will give you an ideal opportunity to air your concerns or frustrations in a constructive fashion. It should also encourage the other person to consider your views more fully. By using “I” statements, you will take ownership of these concerns or frustrations, which is likely to exert more emotional influence than any statement made in the third person – in many ways this will be giving the charismatic person a taste of their own charismatic medicine. Be as specific as possible in highlighting the consequences of their behaviour and endeavour to suggest alternative ways of working in relation to the vision or project. If during the course of the conversation you feel that the other person is trying to dismiss your concerns, try tactfully intervening. Repeating someone’s name over and over until they stop to listen can accomplish that result.

Five of the most charismatic people in recent history

Muhammad Ali – sportsman, showman and show-off. Once deemed the most famous man on Earth, he embodied mastery of his craft and was supremely selfconfident in his status as “the greatest” boxer of all time.
Nelson Mandela – the planet’s elder statesman. He stands head and shoulders above his peers and is an inspiration to other leaders. His is the quiet, wise, worldly charisma that innately knows when to use oratory, strategy and diplomacy. This charisma is built on integrity and courage.
Marilyn Monroe - Charisma has a magnetic, illuminating, enticing side to it. Charismatic people also generate an aura far more potent than the individual themselves. Monroe’s glamour, seductive appeal and ongoing mythology represent a prime example of this.
Albert Einstein – from school drop-out to the world’s most celebrated scientist. Einstein’s eccentric charisma sparked the imagination. He has turned more people than anyone else on to science and technology.
Sir Richard Branson – unconventional and courageous in both business and personal pursuits. Of all entrepreneurs, his is the name that people most often say inspires them.

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