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

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

How Employees Acting In Their Self-Interest Enhances Corporate Productivity

Edward Brown, M.S., of Core Edge Image & Charisma Institute provides questions and answers in his quest to help HR managers enhance employee productivity.

Q:   Since we live in a country where “Rugged Individualism” is part of the American creed, what are you saying that is different about this idea?

Brown:  Perhaps, I am not saying anything different, but I am building on the concept that “Rugged Individualism” is more prevalent now than ever before. Placing the self-interest of employees in the forefront of corporate operations can be new and innovative, if seen from a Machiavellian or “what’s best for the situation” mindset.  Traditionally, “People First” campaigns were overly idealistic about human nature.  Catering to the self-interest of employees is real and pragmatic when “rose colored glasses” are removed about human nature.

Q:  Corporations have consistently tried to facilitate the needs of employees for greater productivity. Where have companies fallen short?

Brown:  In the last 100 years, we have been inundated with theories surrounding leadership and employee development.  Yet, with all this information available, we do not have an excess of leaders or an abundance of self-motivated, innovative employees. Companies fall short because they rely more on business principles (Marketing, Accounting, Finance, etc.) rather than disciplines from the Liberal Arts like Psychology, Sociology, and History. By looking at human experiences through the Liberal Arts, for example using historical data and biographies, companies can begin using theories that encourage employees to extend past self-limiting beliefs. 

Q: So, companies should rid themselves of traditional business models and assume more Liberal Arts theories?

Brown: It is not an issue of ridding one school of thought over the other, but appreciating the connection of disparate or separate ideas to solve specific problems. At the end of the day, people are not machines. They are psycho-emotional beings looking for self-fulfillment by any means.

Q:  So, if you include both business metrics and human experience into the equation, do you think productivity and profitability rise?

Brown: I believe so, based on the research. Anytime you apply quantitative and qualitative analysis to any situation, you have a better resolution to a problem. Numbers may not lie, but they still need to be articulated and aligned with the realities of human nature.  Qualitative analysis asks and answers the “why” to a problem.  If you do not know why a problem exists and how humans in the past have solved it, numbers will not matter.

For more information on the methods for addressing workforce development, visit: http://coreedgehrworkforcesolutions.core-edge.com

How Charismatic Leaders Boost Motivation and Productivity within Organizations

Researchers are challenged to quantify how charismatic leaders enhance profits within an organization through productivity. The issue isn’t whether charismatic leaders help build morale, inspiration, and innovation to a company, but how these leaders increase employee productivity that leads to profitability.  Productivity and motivation are two mutually-related concepts, the latter fueling the former, while the former is the end result of the latter. Basically, productivity is a performance measure to show how an organization can effectively convert its resources into its intended products (or services).

Motivational productivity

This is related to how motivated a person is to perform a task (or activity). Worker enhancement programs are built on ways on how to motivate workers to optimize productivity.  Some organizations offer their workers sports and recreational activities, fitness and leisure activities and some family-oriented programs.  This comprehensive approach in enhancing worker performance may capitalize on quality measures like value, TQM (total quality management), quality circles, innovations and performance standards (profitability, efficiency, customer satisfaction, on-time delivery) and carries a wide range of personal and team rewards and incentives. Companies like Apple, which falls under the charismatic leadership model, create infrastructures (playful work areas, open space, and great eateries) that lend itself to employees gaining a high level of comfort, which leads to greater productivity.

MRT

MRT (mutual reward theory) is an incentive program where the organization assists an employee to reach his or her goals. This is accomplished while sill meeting the company’s production goals.

The greatest rewards are achieved when the benefits are at an optimum for all persons. Usually, productivity is directly proportional to the degree of success of MRT. Charismatic leaders want employees totally committed to the mission of the organization. Consequently, giving employees what they desire most is a way for achieving organizational objectives.

Productivity growth

Productivity growth is the measure of the amount of goods and services produced within a specific time period. First, a standard is determined. Next, that standard (or benchmark) becomes the measure against which all future productions are to be measured against.  In a country, the annual growth rate is being watched. Productivity growth rate is directly proportional to a person’s wealth. If the levels of productivity rise, so does a person’s buying power. The total economy in turn benefits from the increase.

Most valuable resource 

Most productivity researchers have agreed that the world’s most valuable resources are people.  It has been suggested that education and training are responsible for raising the levels of productivity of people.  Researchers further suggested that attaining expertise via education and training can be maximized by developing people who want to learn, work at their potential, and continuously improve.  For charismatic leaders, this cuts both ways. Employee development is designed for organizational productivity. Charismatic leaders feel a sense of betrayal when a trusted, loyal employee takes the investments afforded to him and leaves for a competitor.  For these leaders, the organization is a family dedicated to a mission.

Motivation 

When an employee is motivated to take pride in his work, that employee adds value to the organization. He will contribute to the overall productivity for himself, his organization, and the economy at large. The charismatic leader knows this emotionally and intellectually and will go the extra mile to ensure that “knowledge workers” are provided all of the essential resources necessary to increase productivity and profitability.  Under this model, any employee departures are seen as an ungrateful mutiny.  The charismatic leadership model is steeped in the idea that missions create communities. For the employee, he is not merely doing a job, he is recreating the world.

Under the charismatic leadership model, does a structured motivational environment coupled with inspiration increase profitability? Although these intangibles are difficult to measure, conventional wisdom suggests that they do. Only when employees are reminded that such environments are luxuries, not to be taken for granted, will employees further embrace the “specialness” of doing good and well simultaneously.

For more information for developing charismatic leadership traits that boost organizational productivity, visit: http://charismaticleadership.coreedgecharisma.com and http://coreedgehrworkforcesolutions.core-edge.com

Cutbacks Slice Into Productivity

World business conditions notwithstanding, many companies nowadays are filled with apprehension and anxiety as to their future. Businesses are cutting back their employees’ work hours. Productivity is not only at a standstill in some places, it actually had gone down in some, too. Some businesses had their employees take one paid day off every pay schedule. Others have their office days only from Monday to Thursday while still others shortened their work days.

 

Impact on productivity

There were two interesting reactions to these cost-cutting methods done by businesses. The first outcome was totally unexpected.  While there was some lost productivity because of fewer working hours and also because of the negative working environment that it created, many businesses discovered that productivity during working hours was actually higher than before the cuts were implemented. There were two reasons forwarded as to why business productivity may be higher as a consequence of decreased hours in the work place.

The first was the employees’ perception that they have lesser time available to them to complete the same amount of work as they did before.  It moved them to put extra efforts to get everything done, and worked harder than they had in the past.  Second, the motivation of fear was strong. People were worried that the cutbacks were just the beginning and that more layoffs were soon to follow.  In an effort to keep their jobs, the people worked harder than before to at least put on a picture that they are worth keeping as employees.

Negative motivations

On the other hand, both of these motivating factors are unfortunately short-term situations. After the workers adapted to the shorter work hours, their stress levels decreased in regards to their perceived amount of time to get the job done. Soon, they reverted back to their old coffee breaks and Internet surfing instead of working.  Regarding the motivation of fear, it did not take long for the working environment to become highly negative. Negativity in the office tends to decrease productivity.

Some businesses have seen more employees spending more time at the proverbial water cooler. They are griping about the fact that they do not have enough money because of the present cutbacks.  Because of the negative atmosphere around, nobody wants to contribute anymore to the overall good of the business (which decreases productivity). After the fear stopped motivating these employees, the result is lower productivity in the office.

Some suggestions

Companies that may discover themselves to be in this situation need to do some damage control on the employees’ morale. The goal would be to maintain a positive working environment. Keep open all lines of communication with everybody. Airing things out soothe nerves and can bring back people to their ideal selves.

Make it apparent to everyone that you are all working together to get through the present difficult times. This is better than fighting each other all the time for petty things. In such a relaxed atmosphere, people tend to calm down and become their productive selves once again.

To cultivate the necessary leadership skills for improving employee productivity, visit: Charisma