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 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. 

Related: Charisma

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

HR Managers' Mixer With a Meaning

Did you hear the news that Yahoo and Best Buy companies are calling employees that telecommute back into the office? 

Did you know that a major concern identified among HR managers is the need to engage employees more frequently for greater buy-in and productivity?

Because these issues exist and other new unforeseen ones will appear, would addressing them now help you remain a star performer in your company?

On Thursday, April 25, 2013, from 7PM-8:30PM, Core Edge HR Workforce Solutions (a subsidiary of Core Edge Image & Charisma Institute) is hosting a mixer and presentation at The Georgian Club, 100 Galleria Pkwy., Suite 1700, Atlanta, GA 30339.

Come out and meet other HR professionals as we mix and mingle over light refreshments.

Edward Brown, M.S. of Core Edge HR Workforce Solutions will give a 20 minute presentation based on his latest research titled, “Could Benedict Arnold Be Your Best Employee?  Lessons For Building Employee Loyalty”

Each participant will receive a free copy of this groundbreaking research.

This event is free with reserved seating.

Interested HR managers and professionals must RSVP by April 15, 2013, by emailing: Info@core-edge.com, calling: (404) 767-6592, or visiting: http://coreedgehrworkforcesolutions.core-edge.com

New Website Helps HR Managers Meet the Self-Interests of Corporate Employees

For immediate release:                                                                                    

February 28, 2013

12:00PM (EST)

Atlanta, GA—February 28, 2013---Core Edge HR Workforce Solutions (Core Edge) recently developed a website geared to helping Human Resource (HR) managers effectively deal with employee relations. Core Edge took a contrarian approach to workforce development by stressing the self-interested orientation of employees when achieving corporate missions.  The website focuses on three elements for HR managers:  (1) An exclusive Mastermind Alliance Group for HR Managers that communicates frequently in an online forum, (2) The IBAR Critical Thinking Method that allows employees to become experts and knowledge workers within their company, and (3) Publications dealing with the latest research on employee loyalty, morale, and productivity. 

Core Edge founder, Edward Brown, says, “It was our work on charismatic leadership that led us to investigate the unfulfilled needs within employees that charismatic leaders are adept at addressing. We decided that we were not going to ‘play nice’ with the core needs of employees who are driven now more than ever towards ‘Rugged Individualism.’”  

Core Edge HR Workforce Solutions is a subsidiary of Core Edge Image & Charisma Institute, which investigates, analyzes, and synthesizes how charismatic leaders think, act, and make decisions about productivity and profitability. Core Edge Image & Charisma Institute was founded in Atlanta in 2002.

For more information about Core Edge HR Workforce Solutions, visit: 

http://coreedgehrworkforcesolutions.core-edge.com or Call: (404) 767-6592.

# # #

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