In western culture, it is often said that sex sells. Everything from sports cars to shampoo ("An organic experience") attaches itself to the idea that sex and profits increase exponentially. Businessman and entertainer extraordinaire P.T. Barnum might be the precursor to what contemporary society deems necessary to promoting one's goods and services through publicity and hype with the intention of increasing revenue. Even religious organizations have gotten into the act by becoming virtual money making machines with all the accoutrements of a rock star from books, CDs, videos and tee-shirts. Nothing is sacred anymore! The new paradigm is "whoever has the best concept that sells--rules". This is the new world and we had better get used to it. However, there is one institution that has attempted to stay above the fray and a result has lost its influence and struggles to maintain the foundation upon which it rests. This is the institution of education. While most institutions have opted to develop a marketing and public relations department, education still holds on as the bastion of traditionalism by not following suit. It is almost as if administrators believe that if they continue to take the high ground by not promoting themselves, redemption awaits. The reality is that by not adopting a business model like every other institute, education is positioning itself for ending up like the Do-Do Bird--extinct. Education does not have the luxury of resting on it’s a laurels when every sector in society has to be compete for consumer dollars. Yes, whether education wants to admit it or not, it too is a business. The principal serves as the CEO. Teachers serve as the employees who render services. The school board is the director. Parents are the consumers. And students are the raw material by which the end result is a consumable product. To the extent that the school system does this will reflect the tax dollars allocated to keep the current administrators in business. If the current system does not serve the needs of the consumers (parents), they will be out of business by the mass exodus of parents enrolling their children into other jurisdictions, private schools or home schooling.
So why make education more appealing? The answer is, "why not?" The impact of teachers in the lives of individuals ranks up there near God. If you listen to any awards acceptance speech, the recipients invariably talk about the teacher who had more faith in them than they had in themselves. It is indefensible to argue against the contribution the educational system has made to civilization. In fact, education is the bedrock of civilization and without it we would be relegated to the days of barbarism. Yet, it is these lofty ideas about education that diminishes its appeal. The major reason education should be more appealing is its continuance as a catalyst for human development that has been its mark since its inception. Today, education has to compete against the allure of materialism. It benefits cannot stand merely on its own against a monolithic message of "He who has the gold makes the rules." Education has to capture the minds and imagination of society in the same vein as a sports drink commercial. Every time it shirks away from competing on the world stage another entity with a better marketing plan depletes its impact. In an ever- changing society, education has to be willing to go to the edge in branding itself as the foundation of civilization. It has to create commercials of the impact of education and what society would look like without it. It has to capture the imagination of the population just as music videos have infused the minds of our youth. In short, education must reinvent itself and become a bigger player on the world stage. There are a few avenues that education may take to be more competitive.
First, create business alliances with corporations. Actually, some schools have begun placing a price tag for companies to put corporate emblems and names on buildings and stadiums. Corporations realize that they are not merely positioning themselves for the current buying public, but also the future one. Coke and Pepsi are vying for the privilege to have exclusive rights for putting their soda machines in schools. Administrators must insure that these companies pay the price tag for such opportunities. In turn, school administrators can expand curriculum and marketing efforts with the revenue. Education can begin blowing its own horn at the expense of those who want to increase their own profit margin.
Secondly, teachers must learn the art of connecting and engagement. The truth of the matter is that education has operated as a monopoly in its dealings with its constituents--parents and students. As long as teachers taught from the curriculum they were assigned, they were not required to do much else. The issue of connecting and engaging students to involve themselves in the process was not part of the standard. To thrive in contemporary society, teachers must become better communicators, verbally and non-verbally for the students. The idea of teachers becoming more charismatic in making the curriculum relevant to the students practical needs for success in the real world might seem beyond the scope of their responsibilities. Actually, it is not! Education, acting as a business, would tailor itself to the needs of its constituent consumers. What business operates effectively that does not measure the degree to which it accomplishes its objectives? As an incentive, teachers who prove to be "star performers" should be paid more. The market should determine how much they should be paid without any salary caps. If teachers produce books, videos and other products that supplement the learning process, they should get the lion share of the profits. By turning teachers into business educators, they compete for profits as well as students who are more productive. The private sector has been the example of what happens when you allow creativity and profits to rise to its potential.
Finally, curriculum should be iconoclastic. The reason why entertainers wield so much power over the minds of our youth is because they are raised to mythic proportions. Students do not see a correlation between great marketing and buying habits. Advertisement that captures the imagination of students is one of the competitors of education. By including the marketing process within educational curriculum, educators do two things: 1. Break down mythic performers to normal human beings and 2. Teach students about business models relevant to the practical world. By exploring and unveiling how rapper Master P. amassed a half billion dollar empire will reduce the artist to merely a smart businessman rather than an icon. In a global market where job security is fleeting, learning business models will prepare students to become more competitive in the market as well as encourage entrepreneurialism. Students will continue to buy these products, but with a greater understanding of how the process works and the real value behind the marketed item. In the Information Age, there are a lot of creative resources available to educators who want to be innovative.
In the new world, there are no more sacred cows. Industries able to meet the changing needs of society will flourish, while those who do not will fall by the way side. Education has a leg up, because it is built into the fabric of civilization. But if wishes to compete and serve as a catalyst for growth rather than merely existing, it must reinvent and align itself with the changing world. It would be sad commentary if education lost its zeal merely because the NBA had a better marketing plan.
For more information, visit: Charisma
Thursday, March 18, 2010
Friday, March 12, 2010
Charisma: The Science of Understanding People
Personality Needs
Everyone experiences the same basic human needs, but with each person some needs are more dominant than others. The four major groupings of needs are results, recognition, regimentation, and relationships.
Behavior Styles
When directness is combined with openness it forms four different, recognizable,and habitual behavior patterns or behavioral styles: the Socializer, the Director,the Thinker, and the Relater.
Socializer: Open and Direct
The socializer is high in both directness and openness, readily exhibiting such characteristics as animation, intuitiveness, and liveliness. He is an idea person--a dreamer--but he also can be viewed as manipulative, impetuous, and excitable when displaying behavior inappropriate to a particular situation.
When prospects are Socializers:
Be stimulating and show your interest in them. Allow themtime to talk.
Meet them boldly; don't be shy. Introduce yourself first.
Study their dreams and goals as well as their other needs.
Propose your solution with stories or illustrations that relate tothem and their goals.
Confirm the details in writing. Be clear and direct.
Director: Direct and Guarded
The director is very direct and at the same time guarded. He exhibits firmness in his relationships with others, is oriented toward productivity and goals, and is concerned with bottom-line results. Closely allied to these positive traits, however, are the negative ones of stubbornness, impatience, toughness, and even domineeringness.
When working with Directors:
Plan to be prepared, organized fast-paced, and to the point.
Meet them in a professional and businesslike manner.
Study their goals and objectives-what they want to do and how.
Proposed solutions and clearly defined consequences and rewardsthat relate specifically to the director's goals.
Provide two or three options and let the director make thedecision.
Thinker: Indirect and Guarded
The person who has the thinker-style behavior is both indirect and guarded. He seems to be very concerned with the process of thinking, and is a persistent, systematic problem-solver. But he also can be seen as aloof, picky, and critical. A thinker is very security conscious and has a strong need to be right. This leads him to an over-reliance on data collection. In his quest for data he tends to ask many questions about specific details. His actions and decisions tend to be extremely cautious.
For best results with Thinkers:
Plan to be well prepared to answer all their questions.
Meet them cordially, but get down to business quickly.
Study their situation in a practical, logical manner. Ask lots of questions and make sure your questions show a clear direction.
Propose logical solutions to their problems and offer documentation.
Don't push; give them time to think.
Relater: Open and Indirect
The fourth and last style, the relater, is open and unassertive, warm, supportive, and reliable. However, the relater sometimes is seen by others as compliant, soft-hearted, and acquiescent. The relater seeks security and belongingness and like the thinker, is slow at taking action and making decisions. This procrastination stems from his desire to avoid risky and unknown situations. Before he takes action or makes a decision, he has to know how other people feel about it.
Relaters will respond if you:
Get to know them personally. Be likable and non-threatening, professional but friendly.
Go at a slow pace. Develop trust, friendship, and credibility.
Study their feelings and emotional needs as well as their practical needs. Take time to get them to spell our what is really important to them.
Don't push or rush. Offer personal assurances whenever you can.
Be consistent and regular in your communications. Give them nurturing and reassurance.
References:
Conceptual framework developed by Dr. Tony Alessandra, http://www.alessandra.com.
For more information, visit: Charisma
Everyone experiences the same basic human needs, but with each person some needs are more dominant than others. The four major groupings of needs are results, recognition, regimentation, and relationships.
Behavior Styles
When directness is combined with openness it forms four different, recognizable,and habitual behavior patterns or behavioral styles: the Socializer, the Director,the Thinker, and the Relater.
Socializer: Open and Direct
The socializer is high in both directness and openness, readily exhibiting such characteristics as animation, intuitiveness, and liveliness. He is an idea person--a dreamer--but he also can be viewed as manipulative, impetuous, and excitable when displaying behavior inappropriate to a particular situation.
When prospects are Socializers:
Be stimulating and show your interest in them. Allow themtime to talk.
Meet them boldly; don't be shy. Introduce yourself first.
Study their dreams and goals as well as their other needs.
Propose your solution with stories or illustrations that relate tothem and their goals.
Confirm the details in writing. Be clear and direct.
Director: Direct and Guarded
The director is very direct and at the same time guarded. He exhibits firmness in his relationships with others, is oriented toward productivity and goals, and is concerned with bottom-line results. Closely allied to these positive traits, however, are the negative ones of stubbornness, impatience, toughness, and even domineeringness.
When working with Directors:
Plan to be prepared, organized fast-paced, and to the point.
Meet them in a professional and businesslike manner.
Study their goals and objectives-what they want to do and how.
Proposed solutions and clearly defined consequences and rewardsthat relate specifically to the director's goals.
Provide two or three options and let the director make thedecision.
Thinker: Indirect and Guarded
The person who has the thinker-style behavior is both indirect and guarded. He seems to be very concerned with the process of thinking, and is a persistent, systematic problem-solver. But he also can be seen as aloof, picky, and critical. A thinker is very security conscious and has a strong need to be right. This leads him to an over-reliance on data collection. In his quest for data he tends to ask many questions about specific details. His actions and decisions tend to be extremely cautious.
For best results with Thinkers:
Plan to be well prepared to answer all their questions.
Meet them cordially, but get down to business quickly.
Study their situation in a practical, logical manner. Ask lots of questions and make sure your questions show a clear direction.
Propose logical solutions to their problems and offer documentation.
Don't push; give them time to think.
Relater: Open and Indirect
The fourth and last style, the relater, is open and unassertive, warm, supportive, and reliable. However, the relater sometimes is seen by others as compliant, soft-hearted, and acquiescent. The relater seeks security and belongingness and like the thinker, is slow at taking action and making decisions. This procrastination stems from his desire to avoid risky and unknown situations. Before he takes action or makes a decision, he has to know how other people feel about it.
Relaters will respond if you:
Get to know them personally. Be likable and non-threatening, professional but friendly.
Go at a slow pace. Develop trust, friendship, and credibility.
Study their feelings and emotional needs as well as their practical needs. Take time to get them to spell our what is really important to them.
Don't push or rush. Offer personal assurances whenever you can.
Be consistent and regular in your communications. Give them nurturing and reassurance.
References:
Conceptual framework developed by Dr. Tony Alessandra, http://www.alessandra.com.
For more information, visit: Charisma
Thursday, March 4, 2010
Charisma, Self-Interest & Generation Y
Philosopher Ayn Rand got it right when she posited self- interest being more important than the collective agenda. Essentially, she believed society was better served when individuals were allowed to explore their full potential in every area of life purely for self-aggrandizing purposes over societal acceptance or pleasing the masses. By Rand's account, self-interest is seen as the catalyst for individual achievement and self-actualization and lies at the core of human nature. Within the last 12,000 years, since the inception of civilization, every component of the socialization process through religion, governance and law has made an effort to quash the impact of self-interest. Yet, every human contribution or achievement is a direct result of man and woman acting in their self- interest; whether it was a tangible result or mere emotional pleasure. In fact, the "Baby Boomer" generation, born 1946-1964, is credited for not only amassing the greatest wealth in the history of civilization, but laying the foundation for the success and achievement mentality of contemporary society. So, why has society regaled self-interest, yet fought vociferously against its ultimate power? And what can students learn from its glory as well as its greed?
"Self-interest" and thus "self-preservation" is a dominant characteristic of human nature. To skew the term to a negative connotation inherently relegates it to the dungeon of isolation. Very few people are inclined to embrace doctrines and ideologies that seek to diminish human potential. Whether it’s a book, movie or play, we want a happy ending. The happy ending exemplifies the redeeming value of the human spirit. We need to know that if someone strives for the "greater good," they should find it. After all, what good is being good if there isn't a pay off? Eminent psychologist Alfred Adler noted that humans are slaves to their motivations. The motivational force within humans rules their choices throughout life. At the end of the day, the individual seeks peace, tranquility and happiness. This is the directed outcome for the greater good! The greater good in this context is described as "The striving for great achievement or noteworthy contribution for the sake of personal accomplishment, which invariably serves the greater community." The challenge becomes when the quest for the greater good usurps the power of others.
A USA Today newspaper article (January 10, 2007), titled, "The Goal: Fame & Fortune" reported high school and college students are more interested in fame and fortune than previous generations. Today's generation of students are concerned with obtaining well-paying jobs and gaining some level of distinction within their chosen profession. While on the service this smacks of the values demonstrated by Baby Boomer, there is a difference. Today’s students don’t have a benchmark of experiences by which their value stems from. Baby Boomers had the aftershock of the Great Depression mixed with civil and social unrest. Today’s students have MTV and the melancholy that comes from a favorite T.V, show being canceled. Not surprisingly, Generation Y (as they are referred-- (1976-2001) has taken the idea of parental affirmations for being special to a whole new level. Generation Y believe they are entitled to the best that life has to offer. Surveys suggest that Generation Y doesn't believe in 60- hour work- weeks and as one manager for a large payroll accounting company noted " Are the first ones out of the door at 5:00PM." Employers are challenged and perplexed, because the fear of losing a job doesn't frighten this generation. They can always go back home to live with mommy and daddy (If they aren't living with them already). The social stigma of immaturity or arrested development doesn't seem to affect them. In fact, Generation Y is believed to be the closest to their parents than past generations. Parents are sought for guidance and advice well into their child’s adulthood. One case study showed a college student getting a sub-average grade on a term paper. After class, the student approached the professor and handed him her cell phone. On the other end of the line was an irate parent wanting to know why her daughter received a low grade. Years ago this would not have been acceptable nor heard of. In short, the success-driven Baby Boomers have exacerbated the natural selfishness within humans and created a more self-absorbed Generation Y. Their original intention might have been an attempt from saving children from the setbacks and challenges they faced while growing up. But, in the interim, parents might have made them weak and over dependent. With such levels of entitlement, can Generation Y use extreme self-interest to astound the world through innovation and achievement as their predecessors?
The answer is "yes" with the right foundation. The self-interest of Generation Y if not steered in the direction of industry success and professional achievement will lead to a generation of individuals fraught with insecurities and unprepared to assume responsibility for the continuation of civilization. In addition, parents who've micromanaged their children’s lives into adulthood will feel the brunt of co-dependency as they advance in age with limited resources. To insure Generation Y has solid footing requires a few dynamics to take place.
First, students must become more inquisitive and critical about the world around them. While technology is an excellent tool for supplementing the educational process, it can't be the focus itself. The upside of advanced technology has been the equalizing of society's economic strata. Both rich and poor are privy to the same information over the World Wide Web. The downside is the "dummying down" of students. In a random survey administered by Core Edge Image & Charisma Institute, which asked students "Do you believe your generation has anything to contribute to the next generation?" Overwhelmingly, respondents felt their generation had little to nothing to contribute or pass on to future generations. The major reason provided was the proliferation of technology and its ease in providing information requiring little to no thought. They felt they weren't required to analyze information, because in some respects it had been done for them. Even in cases of plagiarism, the guilty party may go unsuspected, because of the enormous amount of information at their fingertips. As a result, students must develop a curious nature about social phenomenon in specific areas to begin the process of contributing a body of work built on the foundation of past achievers. By synthesizing their thoughts from a vast array of information into a specialty allows them to distinguish themselves as problem solvers as well as experts within their fields. In a world filled with generalists and neophytes, experts rule!
Secondly, students should know what they want to invest their lives towards and the cost for the pay off. While, details may be initially murky, once the general interest is determined, it should be tapered down to specifics as time goes on. Experts suggest that a minimal of 10 years is required to begin scratching the service towards making a mark within an industry. For economists and philosophers the time is longer; an estimated 20-25 years to become world renown. The cost in the way of time, money and resources requires a different kind of focus than is usually seen in even above average students. In some respects, the level of focus has to border on obsession. It requires a relentless quest with steel determination over a period of years. This level of commitment might be even foreign to educators who are commissioned to inspire this level of tenacity. The student must delay gratification for so long that she becomes “monk-like.” No children, no spouse nor house note until the completion of the mission. Of course, this is required for highest of ambition, but similar sacrifices have to be made even for a lower degree of professional and economic success. Ultimately, the price for extreme success on the front end has to be paid by the sacrifice in time and resources on the backend. Not to emphasize this essential point is a disservice to students who aspire economic success and distinction, but also a perpetuation of a myth of what it takes to achieve phenomenal success.
Finally, students should institutionalize their accomplishments either by developing disciples, erecting structures or codifying a body of work. For a life’s work to have longevity and permanency requires a system for its perpetuity. Again, this requires a counterintuitive mindset to “quick fixes” and “overnight successes.” To become the next Niccolo Machiavelli or William Shakespeare requires a system of distribution for funneling one’s work. Developing disciples requires having individuals under your tutelage who serve as your mouthpiece to others. The transformational powers of your work has positively influenced your disciples in ways that they spread the lessons learned as well as add to the foundation from their own growth and analysis. Charismatic leaders are the guiltiest of not cultivating disciples once their tenure has elapsed. The magnetism of a charismatic personality can’t sustain a disciple without the proper grooming and direction. Without the proper instructions, the disciple will remember the feelings, but not the message. Erecting structures around a body of work usually comes in forms of schools, Think Tanks and foundations. Each serves to highlight and build the platform of one’s life’s work. While, people are essential for maintaining these structures, it is the building or location itself that is the focal point. Executive directors may come and go, but it’s the structure encompassing enrichment programs, discussions and speaker series that serve as backdrop to the contributor. Codifying or systematically disseminating one’s work either through books, papers, audio, visual or Internet are means for spreading one’s life’s work in a tangible form. It becomes an artifact of the work for generations to come. Institutionalizing one’s work brings financial rewards for the achiever while she lives and passes on to survivors upon death as a last economic legacy to a committed life.
It is no small feat to astound the world with greatness, particularly with so many competing forces. The Baby Boomer Generation did it from economic and social upheaval; Generation Y will have to muster the internal fortitude from a time of uncertainty. The conditions might differ, but achievements emerge from the known as well as the unknown. Whether Baby Boomers lighted a torch or encouraged Generation Y to borrow a lighter will remain to be seen. In the end, generations that follow will either challenge itself to find its own way or lose direction and let the next Super Power on the world’s stage guide them.
For more information, visit: Charisma
"Self-interest" and thus "self-preservation" is a dominant characteristic of human nature. To skew the term to a negative connotation inherently relegates it to the dungeon of isolation. Very few people are inclined to embrace doctrines and ideologies that seek to diminish human potential. Whether it’s a book, movie or play, we want a happy ending. The happy ending exemplifies the redeeming value of the human spirit. We need to know that if someone strives for the "greater good," they should find it. After all, what good is being good if there isn't a pay off? Eminent psychologist Alfred Adler noted that humans are slaves to their motivations. The motivational force within humans rules their choices throughout life. At the end of the day, the individual seeks peace, tranquility and happiness. This is the directed outcome for the greater good! The greater good in this context is described as "The striving for great achievement or noteworthy contribution for the sake of personal accomplishment, which invariably serves the greater community." The challenge becomes when the quest for the greater good usurps the power of others.
A USA Today newspaper article (January 10, 2007), titled, "The Goal: Fame & Fortune" reported high school and college students are more interested in fame and fortune than previous generations. Today's generation of students are concerned with obtaining well-paying jobs and gaining some level of distinction within their chosen profession. While on the service this smacks of the values demonstrated by Baby Boomer, there is a difference. Today’s students don’t have a benchmark of experiences by which their value stems from. Baby Boomers had the aftershock of the Great Depression mixed with civil and social unrest. Today’s students have MTV and the melancholy that comes from a favorite T.V, show being canceled. Not surprisingly, Generation Y (as they are referred-- (1976-2001) has taken the idea of parental affirmations for being special to a whole new level. Generation Y believe they are entitled to the best that life has to offer. Surveys suggest that Generation Y doesn't believe in 60- hour work- weeks and as one manager for a large payroll accounting company noted " Are the first ones out of the door at 5:00PM." Employers are challenged and perplexed, because the fear of losing a job doesn't frighten this generation. They can always go back home to live with mommy and daddy (If they aren't living with them already). The social stigma of immaturity or arrested development doesn't seem to affect them. In fact, Generation Y is believed to be the closest to their parents than past generations. Parents are sought for guidance and advice well into their child’s adulthood. One case study showed a college student getting a sub-average grade on a term paper. After class, the student approached the professor and handed him her cell phone. On the other end of the line was an irate parent wanting to know why her daughter received a low grade. Years ago this would not have been acceptable nor heard of. In short, the success-driven Baby Boomers have exacerbated the natural selfishness within humans and created a more self-absorbed Generation Y. Their original intention might have been an attempt from saving children from the setbacks and challenges they faced while growing up. But, in the interim, parents might have made them weak and over dependent. With such levels of entitlement, can Generation Y use extreme self-interest to astound the world through innovation and achievement as their predecessors?
The answer is "yes" with the right foundation. The self-interest of Generation Y if not steered in the direction of industry success and professional achievement will lead to a generation of individuals fraught with insecurities and unprepared to assume responsibility for the continuation of civilization. In addition, parents who've micromanaged their children’s lives into adulthood will feel the brunt of co-dependency as they advance in age with limited resources. To insure Generation Y has solid footing requires a few dynamics to take place.
First, students must become more inquisitive and critical about the world around them. While technology is an excellent tool for supplementing the educational process, it can't be the focus itself. The upside of advanced technology has been the equalizing of society's economic strata. Both rich and poor are privy to the same information over the World Wide Web. The downside is the "dummying down" of students. In a random survey administered by Core Edge Image & Charisma Institute, which asked students "Do you believe your generation has anything to contribute to the next generation?" Overwhelmingly, respondents felt their generation had little to nothing to contribute or pass on to future generations. The major reason provided was the proliferation of technology and its ease in providing information requiring little to no thought. They felt they weren't required to analyze information, because in some respects it had been done for them. Even in cases of plagiarism, the guilty party may go unsuspected, because of the enormous amount of information at their fingertips. As a result, students must develop a curious nature about social phenomenon in specific areas to begin the process of contributing a body of work built on the foundation of past achievers. By synthesizing their thoughts from a vast array of information into a specialty allows them to distinguish themselves as problem solvers as well as experts within their fields. In a world filled with generalists and neophytes, experts rule!
Secondly, students should know what they want to invest their lives towards and the cost for the pay off. While, details may be initially murky, once the general interest is determined, it should be tapered down to specifics as time goes on. Experts suggest that a minimal of 10 years is required to begin scratching the service towards making a mark within an industry. For economists and philosophers the time is longer; an estimated 20-25 years to become world renown. The cost in the way of time, money and resources requires a different kind of focus than is usually seen in even above average students. In some respects, the level of focus has to border on obsession. It requires a relentless quest with steel determination over a period of years. This level of commitment might be even foreign to educators who are commissioned to inspire this level of tenacity. The student must delay gratification for so long that she becomes “monk-like.” No children, no spouse nor house note until the completion of the mission. Of course, this is required for highest of ambition, but similar sacrifices have to be made even for a lower degree of professional and economic success. Ultimately, the price for extreme success on the front end has to be paid by the sacrifice in time and resources on the backend. Not to emphasize this essential point is a disservice to students who aspire economic success and distinction, but also a perpetuation of a myth of what it takes to achieve phenomenal success.
Finally, students should institutionalize their accomplishments either by developing disciples, erecting structures or codifying a body of work. For a life’s work to have longevity and permanency requires a system for its perpetuity. Again, this requires a counterintuitive mindset to “quick fixes” and “overnight successes.” To become the next Niccolo Machiavelli or William Shakespeare requires a system of distribution for funneling one’s work. Developing disciples requires having individuals under your tutelage who serve as your mouthpiece to others. The transformational powers of your work has positively influenced your disciples in ways that they spread the lessons learned as well as add to the foundation from their own growth and analysis. Charismatic leaders are the guiltiest of not cultivating disciples once their tenure has elapsed. The magnetism of a charismatic personality can’t sustain a disciple without the proper grooming and direction. Without the proper instructions, the disciple will remember the feelings, but not the message. Erecting structures around a body of work usually comes in forms of schools, Think Tanks and foundations. Each serves to highlight and build the platform of one’s life’s work. While, people are essential for maintaining these structures, it is the building or location itself that is the focal point. Executive directors may come and go, but it’s the structure encompassing enrichment programs, discussions and speaker series that serve as backdrop to the contributor. Codifying or systematically disseminating one’s work either through books, papers, audio, visual or Internet are means for spreading one’s life’s work in a tangible form. It becomes an artifact of the work for generations to come. Institutionalizing one’s work brings financial rewards for the achiever while she lives and passes on to survivors upon death as a last economic legacy to a committed life.
It is no small feat to astound the world with greatness, particularly with so many competing forces. The Baby Boomer Generation did it from economic and social upheaval; Generation Y will have to muster the internal fortitude from a time of uncertainty. The conditions might differ, but achievements emerge from the known as well as the unknown. Whether Baby Boomers lighted a torch or encouraged Generation Y to borrow a lighter will remain to be seen. In the end, generations that follow will either challenge itself to find its own way or lose direction and let the next Super Power on the world’s stage guide them.
For more information, visit: Charisma
Thursday, February 25, 2010
Charisma: The Art of Speaking with Flair
What distinguishes those individuals who are at the top of their profession over those who, while successful, may not share a similar position? The answer is flair and showmanship! Personalities that revolutionize an industry are those who are able to capture the imagination of their audiences. The late Pop star Michael Jackson, Magician David Copperfield, and animal trainers Siegfried and Roy, are a few examples of individuals who have risen to the highest heights in their fields by being expert showmen.
Like most things in life, people who possess flair are not born but made. The most mundane speaker can learn how to capture an audience's attention by adding flair to his presentation. Here are a few tips:
1. Bring or Create Your Personality on Stage- Speakers are closely aligned with actors and actresses because they are often required to re-create reality on stage for audiences. Speakers who are extroverts bring that personality to the stage. They engage the audience by penetrating their emotions as well as appealing to their logic. These speakers add color and verve to their presentation by the use of anecdotes, analogies, drama, and humor. The presentation takes on a life of its own. Extroverts are often jokingly referred to as "hams".
Speakers who are introverts can create an extroverted personality. The introvert must see himself in a bigger- than- life role by envisioning how he wishes the audience to respond. He creates the moves, verbiage, and nuances that he wishes to become. He may be totally different on stage than in private. Once a mental picture is developed, the person begins to act according to the picture. By inundating the mind with these pictures, the introvert becomes the exciting speaker on stage. You can choose to bring your personality on stage or create the personality you think most effective.
2. Develop Your Own Sense of Style- The speaker who develops a unique style will have a more effective presentation over imitators. A speaker's haircut, clothing, brand of humor, and animated gestures, may become his trademark. The challenge for a speaker in developing flair is to constantly enhance one's true self. It is important to point out that one's flair should remain in the sphere of proper social etiquette. Any persona deemed "outlandish" might have a negative impact on the audience.
3. Develop a Regimen that Enhances Flair- Athletes often take ballet and dance lessons to become more graceful and coordinated. As speakers, the most important part of our presentation is our non-verbal language. Ballet and dance encourages rhythmic flow for natural gestures. For those who can not afford ballet and dance lessons, your living room and a good CD player will do. You may vary voice rate and variation by reciting alphabets or reading aloud from your favorite novel. A regimen helps condition the mind to duplicate the efforts when giving a presentation. The harder one adheres to a regimen to enhance flair, the natural it will become when it is time to give a presentation.
4. Study Entertainers in Different Fields- Effective entertainers and speakers share certain traits. One trait is their ability to "WOW" the audience. Another trait is the ability to produce memorable performances in the minds of their audiences. You expand your choices of speaking styles by viewing personalities in other fields. Your creative energies are heightened by stretching the possibilities of maintaining audience interest.
Creating flair in your presentation is a learned art. A mundane speaking style does not have to be a way of life. If you want to have more dazzling presentations as well as possibly make speaking a profession, learn how to develop flair. With flair, you will talk your way into the hearts and minds of your listeners.
For more information, visit: Charisma
Like most things in life, people who possess flair are not born but made. The most mundane speaker can learn how to capture an audience's attention by adding flair to his presentation. Here are a few tips:
1. Bring or Create Your Personality on Stage- Speakers are closely aligned with actors and actresses because they are often required to re-create reality on stage for audiences. Speakers who are extroverts bring that personality to the stage. They engage the audience by penetrating their emotions as well as appealing to their logic. These speakers add color and verve to their presentation by the use of anecdotes, analogies, drama, and humor. The presentation takes on a life of its own. Extroverts are often jokingly referred to as "hams".
Speakers who are introverts can create an extroverted personality. The introvert must see himself in a bigger- than- life role by envisioning how he wishes the audience to respond. He creates the moves, verbiage, and nuances that he wishes to become. He may be totally different on stage than in private. Once a mental picture is developed, the person begins to act according to the picture. By inundating the mind with these pictures, the introvert becomes the exciting speaker on stage. You can choose to bring your personality on stage or create the personality you think most effective.
2. Develop Your Own Sense of Style- The speaker who develops a unique style will have a more effective presentation over imitators. A speaker's haircut, clothing, brand of humor, and animated gestures, may become his trademark. The challenge for a speaker in developing flair is to constantly enhance one's true self. It is important to point out that one's flair should remain in the sphere of proper social etiquette. Any persona deemed "outlandish" might have a negative impact on the audience.
3. Develop a Regimen that Enhances Flair- Athletes often take ballet and dance lessons to become more graceful and coordinated. As speakers, the most important part of our presentation is our non-verbal language. Ballet and dance encourages rhythmic flow for natural gestures. For those who can not afford ballet and dance lessons, your living room and a good CD player will do. You may vary voice rate and variation by reciting alphabets or reading aloud from your favorite novel. A regimen helps condition the mind to duplicate the efforts when giving a presentation. The harder one adheres to a regimen to enhance flair, the natural it will become when it is time to give a presentation.
4. Study Entertainers in Different Fields- Effective entertainers and speakers share certain traits. One trait is their ability to "WOW" the audience. Another trait is the ability to produce memorable performances in the minds of their audiences. You expand your choices of speaking styles by viewing personalities in other fields. Your creative energies are heightened by stretching the possibilities of maintaining audience interest.
Creating flair in your presentation is a learned art. A mundane speaking style does not have to be a way of life. If you want to have more dazzling presentations as well as possibly make speaking a profession, learn how to develop flair. With flair, you will talk your way into the hearts and minds of your listeners.
For more information, visit: Charisma
Friday, February 19, 2010
Charisma: Upclose & Personal, Pt. 5
(The self-contained individual)
Recently, Robert Braswell of The Braswell Group (United Kingdom) interviewed Edward Brown, lead trainer for Core Edge Image & Charisma Institute, to explore the aspects of charisma and its relevancy to profitability and leadership within a global economy. This is the final interview of a five-part series.
Part 5...
Robert: In the last few interviews, I've received mixed comments on the way I asked you questions and the ways you've responded. Suffice to say that our discussions have created some controversy. I still become uncomfortable when I've ruffled someone's feathers. You seem to handle it better. What is your secret?
Ed: I really don't have a secret. It really isn't my intention to get anyone's ire up. I merely have a point of view based on my research and body of work. Over a decade ago, I asked the question," What does it really take to be economically successful in contemporary society?" I believe my life up to this point has been relentless in answering the question with great passion.
Robert: What does it take to achieve economic success in contemporary society?
Ed: Invariably, I believe it takes an unquenchable quest for understanding the dynamics of human nature and how to master it. The individual has to become a "self-contained" unit within himself/herself and be connectedly detached from the wiles of people in general.
Robert: "Connectedly detached?" What does that mean?
Ed: It means you become almost needless of other people. You care about those individuals you relate to, but you don't get involved with their choices in such a way that you are effected by them. Buddhists believe that "Nirvana" or "Heaven on Earth" comes with being detached from the things that cause despair and unhappiness. Again, you care, but aren't tied to the choices and results of other people.
Robert: I understand your point intellectually, but it's hard to swallow emotionally. It's like telling people to stop loving others. Can you see where this would become problematic?
Ed: Certainly, but that's the challenge. My greatest fear as a child was a close relative dying. In the last seven years, I've lost my father, my grandmother and a close friend. I was hit hard by each death, but it didn't destroy me like I had imagined. My initial mental picture couldn't deal with such a lose. I thought I'd die myself. The reality is that while I was hurt and sorrowful from their passing, it didn't kill me. Those experiences taught me that you can still love and detach from the pain over time.
Robert: Is that kind of lose the same as being detached daily from the people around you?
Ed: It's a lesson in intellectual and emotional discipline. If I can take the lose of a loved one, how much can I become effected by the ill advised choices and back-biting of people who are mere acquaintances? I'm not intentionally not trying to care, I don't have the interest nor passion to even engage in how to care.
Robert: That's sounds contrary to being charismatic. How can you engage people and not have a passion for them?
Ed: We apparently have different notions of charisma and its impact. As I've stated before, charisma is merely a means of getting what you want. Whoever said charismatic people loved people? To know human nature, is to be cautious about it. During the 1990's, President Bill Clinton was loved by a large cadre of people as he was hated by another cadre of people. Currently, the same people who were "wowed" by him during that time are now questioning his commitment and loyalty to the ideas he reportedly believed in so dearly. Has his charisma diminished or is it a case of transitioning agendas? This is a perfect example in politics of there not being permanent friends nor enemies, just permanent interests. When his interest sided with one group of people, he was loved. When his interests changed, those same people castigated him. The man himself never changed.
Robert: So, charisma is whimsical and fleeting?
Ed: No, its power and impact is pure. What is fleeting and whimsical are the changing desires and interests of people. It's better for you to believe in an ideology and philosophy that may ruffle the feathers of some people than to attempt to satisfy the endless needs of people in general. Charisma helps you persuade the other person's thinking, but more importantly it's a means of communicating a compelling point of view. You may not agree with what I say, but you've got to appreciate the thought and passion that went into my analysis.
For more information, visit: Charisma
Recently, Robert Braswell of The Braswell Group (United Kingdom) interviewed Edward Brown, lead trainer for Core Edge Image & Charisma Institute, to explore the aspects of charisma and its relevancy to profitability and leadership within a global economy. This is the final interview of a five-part series.
Part 5...
Robert: In the last few interviews, I've received mixed comments on the way I asked you questions and the ways you've responded. Suffice to say that our discussions have created some controversy. I still become uncomfortable when I've ruffled someone's feathers. You seem to handle it better. What is your secret?
Ed: I really don't have a secret. It really isn't my intention to get anyone's ire up. I merely have a point of view based on my research and body of work. Over a decade ago, I asked the question," What does it really take to be economically successful in contemporary society?" I believe my life up to this point has been relentless in answering the question with great passion.
Robert: What does it take to achieve economic success in contemporary society?
Ed: Invariably, I believe it takes an unquenchable quest for understanding the dynamics of human nature and how to master it. The individual has to become a "self-contained" unit within himself/herself and be connectedly detached from the wiles of people in general.
Robert: "Connectedly detached?" What does that mean?
Ed: It means you become almost needless of other people. You care about those individuals you relate to, but you don't get involved with their choices in such a way that you are effected by them. Buddhists believe that "Nirvana" or "Heaven on Earth" comes with being detached from the things that cause despair and unhappiness. Again, you care, but aren't tied to the choices and results of other people.
Robert: I understand your point intellectually, but it's hard to swallow emotionally. It's like telling people to stop loving others. Can you see where this would become problematic?
Ed: Certainly, but that's the challenge. My greatest fear as a child was a close relative dying. In the last seven years, I've lost my father, my grandmother and a close friend. I was hit hard by each death, but it didn't destroy me like I had imagined. My initial mental picture couldn't deal with such a lose. I thought I'd die myself. The reality is that while I was hurt and sorrowful from their passing, it didn't kill me. Those experiences taught me that you can still love and detach from the pain over time.
Robert: Is that kind of lose the same as being detached daily from the people around you?
Ed: It's a lesson in intellectual and emotional discipline. If I can take the lose of a loved one, how much can I become effected by the ill advised choices and back-biting of people who are mere acquaintances? I'm not intentionally not trying to care, I don't have the interest nor passion to even engage in how to care.
Robert: That's sounds contrary to being charismatic. How can you engage people and not have a passion for them?
Ed: We apparently have different notions of charisma and its impact. As I've stated before, charisma is merely a means of getting what you want. Whoever said charismatic people loved people? To know human nature, is to be cautious about it. During the 1990's, President Bill Clinton was loved by a large cadre of people as he was hated by another cadre of people. Currently, the same people who were "wowed" by him during that time are now questioning his commitment and loyalty to the ideas he reportedly believed in so dearly. Has his charisma diminished or is it a case of transitioning agendas? This is a perfect example in politics of there not being permanent friends nor enemies, just permanent interests. When his interest sided with one group of people, he was loved. When his interests changed, those same people castigated him. The man himself never changed.
Robert: So, charisma is whimsical and fleeting?
Ed: No, its power and impact is pure. What is fleeting and whimsical are the changing desires and interests of people. It's better for you to believe in an ideology and philosophy that may ruffle the feathers of some people than to attempt to satisfy the endless needs of people in general. Charisma helps you persuade the other person's thinking, but more importantly it's a means of communicating a compelling point of view. You may not agree with what I say, but you've got to appreciate the thought and passion that went into my analysis.
For more information, visit: Charisma
Friday, February 12, 2010
Charisma: Upclose & Personal, IV
Robert Braswell of The Braswell Group (United Kingdom) interviewed Edward Brown, lead trainer for Core Edge Image & Charisma Institute to explore the aspects of charisma and its relevancy to profitability and leadership within a global economy. This is the fourth of a five-part series.
Part 4...
Robert: How does your idea of being a rugged individualist coincide with a society that prides itself on team building, collaborations and selflessness?
Ed: I believe it coincides well with the fabric of America. We are the leaders across many sectors (Business, Education, Technology, etc..), because of our rugged individualism. Most, if not all, advancements in the last 200 years can be tied to an individual with an idea and the passion to pursue it. The person did it for himself and as a result the country benefited from his contribution. Acting in one's rational self-interest is not only logical, it's the first law of self preservation.
Robert: Why does your philosophy place so much emphasis on one's reasoning abilities? Isn't the individual as equally emotional?
Ed: The main factor that allows us to rest at the top of the food chain is our reasonability. Yes, we are emotional. But, rarely have we sharpened our reasoning skills to allow our emotions to work properly. I submit to you that if people develop their minds more acutely, their emotions would serve them better in their decision making. I may not agree with your opinions, but I can appreciate whatever logical analysis you derived to get there. People who have opinions based purely on emotions can't be reasoned with.
Robert: Why do you say that? Are you suggesting that people who hold certain beliefs passionately aren't reasonable?
Ed: I say, the more reasonable you are, the more passionate your beliefs should be. Your reasonability should lead you on a quest for enlightenment. The more you know, the more you want to know. I start off with as much of a blank slate as possible and allow the facts to build the case. Not, I start out emotionally charged and find information to conveniently fit my slanted philosophy.
Robert: Since your idea of charisma has a an emotional bent to it, how do you merge reason and emotions?
Ed: First, charisma is one way by which people get what they want. It's mental, philosophical and strategical. Charisma has no basis outside of social relations. Secondly, the way to enhance what you want is to destroy your illusions through reason. Once you learn and understand how the world operates, your illusions are destroyed and you can use the powers of magnetism to get more of what you want from life.
Robert: So is your mission to promote charisma or destroy illusions?
Ed: Both!
Robert: How are your efforts thus far?
Ed: Life would be easier for me if I merely promoted illusions. People like fantasy better than reality. But, if I did that, my heart wouldn't be in it. I think the last time the world lodged a full fledge campaign to exalt reason was the 17th century during the "Age of Reason." Since then, the world has been in a downward spiral allowing emotions to take precedent over reason. We are diminishing the only thing that makes us special---our minds. I'm not a sports celebrity nor Rapper. The only contributions I'll leave behind when it's all said and done are my final thoughts on how the individual gets more out of life in contemporary society.
Related: Charisma
Part 4...
Robert: How does your idea of being a rugged individualist coincide with a society that prides itself on team building, collaborations and selflessness?
Ed: I believe it coincides well with the fabric of America. We are the leaders across many sectors (Business, Education, Technology, etc..), because of our rugged individualism. Most, if not all, advancements in the last 200 years can be tied to an individual with an idea and the passion to pursue it. The person did it for himself and as a result the country benefited from his contribution. Acting in one's rational self-interest is not only logical, it's the first law of self preservation.
Robert: Why does your philosophy place so much emphasis on one's reasoning abilities? Isn't the individual as equally emotional?
Ed: The main factor that allows us to rest at the top of the food chain is our reasonability. Yes, we are emotional. But, rarely have we sharpened our reasoning skills to allow our emotions to work properly. I submit to you that if people develop their minds more acutely, their emotions would serve them better in their decision making. I may not agree with your opinions, but I can appreciate whatever logical analysis you derived to get there. People who have opinions based purely on emotions can't be reasoned with.
Robert: Why do you say that? Are you suggesting that people who hold certain beliefs passionately aren't reasonable?
Ed: I say, the more reasonable you are, the more passionate your beliefs should be. Your reasonability should lead you on a quest for enlightenment. The more you know, the more you want to know. I start off with as much of a blank slate as possible and allow the facts to build the case. Not, I start out emotionally charged and find information to conveniently fit my slanted philosophy.
Robert: Since your idea of charisma has a an emotional bent to it, how do you merge reason and emotions?
Ed: First, charisma is one way by which people get what they want. It's mental, philosophical and strategical. Charisma has no basis outside of social relations. Secondly, the way to enhance what you want is to destroy your illusions through reason. Once you learn and understand how the world operates, your illusions are destroyed and you can use the powers of magnetism to get more of what you want from life.
Robert: So is your mission to promote charisma or destroy illusions?
Ed: Both!
Robert: How are your efforts thus far?
Ed: Life would be easier for me if I merely promoted illusions. People like fantasy better than reality. But, if I did that, my heart wouldn't be in it. I think the last time the world lodged a full fledge campaign to exalt reason was the 17th century during the "Age of Reason." Since then, the world has been in a downward spiral allowing emotions to take precedent over reason. We are diminishing the only thing that makes us special---our minds. I'm not a sports celebrity nor Rapper. The only contributions I'll leave behind when it's all said and done are my final thoughts on how the individual gets more out of life in contemporary society.
Related: Charisma
Friday, February 5, 2010
Creating Power & Charisma from a Position of Weakness
My name is Amanda and I am an investigator for a law firm. I heard from a co-workers that I was hired because I was a woman and the company was trying to fill a quota. My law firm is predominately male. The women have largely administrative positions in the firm. I know that I can do an exceptional job, but I am restricted to less important cases, while the male investigator handles more serious cases. I will never get the opportunity to shine, if I am not given the chance. How can I make the male attorneys that I work with view me as an investigator and not as a woman?
Investigator Amanda from Oregon
Amanda:
Assuming the rumors are true of the reasons for your hire, you have to create a stronger persona as well as a stronger personal constitution. Although women have made great strides to be a force to be reckoned with, they still earn about 80 cents to a man's one dollar. In a patriarchal society where the rules are still skewed towards the aspirations of men, changing minds is an arduous task. To compete, you have to create rules counter to the status quo. You have to first ask yourself, "Do I want to be popular or do I want to be effective." In a Machiavellian sense, you should be looking for respect over being loved. Frederick Douglass once said "Power concedes only to power, always did and always will."
During these recessionary times, attorneys (male and female) are losing jobs within firms based on cut backs and downsizing. The fact that you were hired is a testimony to your competence for the position. To change your dynamics in the firm, I recommend you:
• Address your concerns to the partner-in-charge couching your concerns with specific examples of malfeasance and stressing the importance of getting the most out of you based on their investment.
• Make recommendations to your counterpart about designating assignments. If you have a specific specialty or interest, state what areas of investigation you feel you bring the most value. Appealing to one's sense of reason based on what's best for the firm can be a compelling argument. Any company or firm with a profit motive should look favorable at that line of thinking.
• Act like a partner within any endeavor. If you have valuable skill sets within the field of law, they are marketable throughout the profession. By keeping your options and lines of communication open, you are not at the behest of any one entity. Remember the world only respects strength and power. You don't get out of life what you deserve, you get out of life what you can command.
For more information, visit: Charisma
Investigator Amanda from Oregon
Amanda:
Assuming the rumors are true of the reasons for your hire, you have to create a stronger persona as well as a stronger personal constitution. Although women have made great strides to be a force to be reckoned with, they still earn about 80 cents to a man's one dollar. In a patriarchal society where the rules are still skewed towards the aspirations of men, changing minds is an arduous task. To compete, you have to create rules counter to the status quo. You have to first ask yourself, "Do I want to be popular or do I want to be effective." In a Machiavellian sense, you should be looking for respect over being loved. Frederick Douglass once said "Power concedes only to power, always did and always will."
During these recessionary times, attorneys (male and female) are losing jobs within firms based on cut backs and downsizing. The fact that you were hired is a testimony to your competence for the position. To change your dynamics in the firm, I recommend you:
• Address your concerns to the partner-in-charge couching your concerns with specific examples of malfeasance and stressing the importance of getting the most out of you based on their investment.
• Make recommendations to your counterpart about designating assignments. If you have a specific specialty or interest, state what areas of investigation you feel you bring the most value. Appealing to one's sense of reason based on what's best for the firm can be a compelling argument. Any company or firm with a profit motive should look favorable at that line of thinking.
• Act like a partner within any endeavor. If you have valuable skill sets within the field of law, they are marketable throughout the profession. By keeping your options and lines of communication open, you are not at the behest of any one entity. Remember the world only respects strength and power. You don't get out of life what you deserve, you get out of life what you can command.
For more information, visit: Charisma
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