Tuesday, April 30, 2013

Invitation to: "Secrets to Becoming More Charismatic: What Successful Leaders Won't Tell You"



Imagine your life being more fulfilling and empowering if you were more charismatic.
REGISTER NOW FOR THIS TELE-SEMINAR, "Secrets to Becoming More Charismatic: What Successful Leaders Won't Tell You" 


You will learn how to:


·        - Develop a more charismatic personality for job promotions and increased earnings. 


·        - Enhance your “Likeability Factor” to become an effective team builder.


·         -Gain unshakable confidence and courage for networking opportunities. 


·         -Enhance your critical thinking skills to ignite your creativity. 


·       - Become an influencer within your industry. 


·         -Effectively communicate with persuasion and authority.

          
Bonus: You will receive a digital book entitled "How to Use Charisma, Persuasion, and Influence to Develop Your Leadership Skills”

Date:  Tuesday, May 14, 2013
Time: 7:00PM-8:30PM

Enroll now because space is limited to the first 20 participants, by visiting: www.elearning.coreedgecharisma.com/events

Wednesday, April 24, 2013

How Charismatic Leaders Lead With Compelling Ideas



Edward Brown, M.S., of Core Edge Image & Charisma Institute provides questions and answers about how charismatic leaders use groundbreaking ideas to lead missions that attract followers.


Q: When you say compelling ideas, what do you mean?


Brown: A compelling idea differs from a mere idea, because it moves you into action. You can let a

 mere idea fall by the wayside, but a compelling idea is transformational.


Q: So, why are compelling ideas so important, particularly to charismatic leaders?


Brown: Charismatic leaders, more than any other leadership model, judge and define themselves by their performance.  To come up with a compelling idea takes a lot of time, thinking and analysis in discovering where voids exist in a system, business operation, or human experience.  Charismatic leaders do not just want to solve a problem; they want to embody the solution.


Q: Where does this desire to embody a solution come from?


Brown:  Often, charismatic leaders have a deep-seated need to be significant on the world’s stage. Actually, significance and recognition is a basic human need, but charismatic leaders have an unusual sensitivity to these desires. Many charismatic leaders suffered ridicule and rejection at an early age, which inspired them to demonstrate to the world how wrong it was to discount them.


Q: Is the compelling idea more about feeding the insecurities within charismatic leaders or solving a human problem?


Brown: It is all related. The charismatic leader felt marginalized early on, which led to a great desire to prove to the world his value.  He sought and found a problem that he wrestled with for some time. Once he was totally convinced of the solution, he became an evangelist for that solution.


Q: So, compelling ideas are a means for charismatic leaders to exorcise their demons?


Brown: We all have our demons. Charismatic leaders have found a way of turning their demons into angels.


Go to these websites for more information on turning compelling ideas into breakthrough discoveries. 

Saturday, April 13, 2013

How Using the Best Practices of Charismatic Leaders Can Help HR Managers Inspire Employee Productivity in a Competitive Market


Edward Brown, M.S., of Core Edge Image & Charisma Institute provides questions and answers about the impact of charismatic leadership on employee development.

Q: Based on your research on charismatic leadership, what is the single most important trait that charismatic leaders exhibit that can help HR managers inspire employee productivity?

Brown: Based on my research, charismatic leaders have a preternatural ability for understanding human nature. I was in a meeting once where managers were trying to persuade an employee to consider their perspective on a policy change. A senior manager who had been quietly listening all along tapped into the employee’s concerns. He essentially asked, “If you were in the shoes of the people most impacted, how would you feel and what aspects of the policy would you change?” Those two questions changed the dynamics of the meeting. The senior manager channeled into what the employee was feeling, which is the reason she was asked to attend the meeting in the first place. Charismatic leaders are adept at getting to the core of a problem by uncovering the nuance of nonverbal communication.

Q: So, do HR managers need to listen more to the nonverbal cues of employees?

Brown: Active listening is part of it, but it is broader than that. HR managers could benefit from a paradigmatic shift that suggests that self-interested, motivated employees will either make or break corporate productivity. The “Inside Game” in today’s economy is all about tying the self-interests of employees to corporate missions. Psychological contracts between managers and employees have to be formed during the hiring process with benchmarks along the way.

Q: In this context, how is “Psychological Contracts” being defined?

Brown: A psychological contract is a mental agreement that addresses the self-interests and expectations between parties within the scope of the relationship.

Q: Why is this doctrine important for HR managers?

Brown: It is important because during the hiring process, the manager carries all the power. The best way to wield power is acting like it doesn’t exist. By tapping into the self-interests of employees as they enter the company, you make it about the rewards for specific performance. As a superpower on the world’s stage, the U.S. does it all the time. In reality, the U.S. can forcefully persuade most countries to act according to U.S. interests. However, the U.S. has learned that gentle persuasion is a more effective way of influencing foreign policy, particularly when the rest of the world is watching what we do. The same is true at the micro level. The HR manager has hiring power, but can persuade a prospective employee that his or her self-interest is served in conjunction with the mission of the company.

Q: So, by emulating the persuasiveness of charismatic leaders in cultivating employee self-interest, HR managers can inspire employee loyalty and productivity?

Brown: Yes. By understanding that the game of corporate life is about getting people to do what they sometimes do not want to do, employee productivity increases as well as earned rewards for all parties involved. Not through corporate good will, but shared self-interests.

For more information on how to keep motivated employees from becoming demotivated, visit:
http://coreedgehrworkforcesolutions.core-edge.com