Profiles International - Victoria eNewsletter February 2011
You Can Be a Charismatic Leader
Charismatic leaders drive superior results by engaging the people that work for them on an extremely high level and, because leadership charisma is driven by a leader's behaviours, it can be measured and cultivated in any leader who is determined to become charismatic.
That was the startling conclusion of the largest research study ever undertaken by Profiles International into the drivers of charisma in business leaders. The study, which saw almost 400,000 employees rate their 40,000 leaders on their charisma and on seven other critical leadership behaviours has destroyed forever the myth that charisma is something you are born with.
The reason that most people confer magical status upon charisma is that they mistakenly think of it as an attribute that an individual possesses - and nothing could be further from the truth.
Charisma is not an attribute - but a perception. It is the perception one person ascribes to another whom they find charismatic. No one can be charismatic on their own - it takes two people - one to observe what they describe as charisma, and another to behave in a manner that that observer perceives as being charismatic.
Charisma is truly like beauty - 'in the eye of the beholder '. If I find you charismatic then, for me at least, you are.
Charisma is simply the combination of the impact of a wide variety of behaviours that people observe practiced, consciously or unconsciously, by those they deem charismatic.
Ask ten people to explain why they find someone charismatic and you 'll likely get ten different answers. Some will talk about the person 's ability to speak in an inspiring manner, others will describe their genuine friendliness, still more will talk about the interest that they show in other people 's well-being - and many more things.
And they would all be right - charisma is whatever others observe it to be.
Charisma is that particular term applied when someone likes the combination of how we behave, the actions we take, the face we present to the world, the words we use, our body language, and myriad other things. All of these contribute to a greater or lesser degree to one's perceived charisma.
So charisma is not a singular quality that a person either possesses or doesn't possess; and if it's based upon behaviours then it's definitely not something that we are either born with or not.
When you think of charisma in this manner then it becomes clear why some people are perceived as charismatic in one setting but not another. Someone who has developed superior oration, presentation and performance skills may come across as a charismatic speaker when addressing a group of hundreds of people, but be singularly uncharismatic immediately afterwards when talking one-to-one with members of the audience - due to a lack of one-on-one social and communication skills. Similarly, you may be charismatic for one group of people who find your behaviors appealing and not be at all charismatic to another group who do not.
Everything we do contributes or detracts from our charisma. Those who are charismatic simply display more of the behaviours that promote a 'charismatic response ' in others. Some people do this quite naturally, there is something in their genes or in their upbringing that makes this the most natural thing in the world - the rest of us must learn how to do so. And we can.
The good news is that because charisma is based upon behaviour then it can be measured - and it can be cultivated. Anyone can decide that they want to become more charismatic - and simply by assimilating the behaviours that will be deemed charismatic by their target audience they can raise their perceived charisma in pretty much any situation.
This is especially good news for business leaders for whom charisma is an absolutely indispensable element of success in modern business.
If you wish to be, you can become a genuinely charismatic leader.
Assessments Save You Time and Money
In many organisations, personnel costs are among the largest budget line items: Given the top challenges facing CEO's, organisations need their leaders, managers, and people aligned and working together at the highest levels of performance.
Employee assessments can give organisations and managers consistent, in-depth, and objective information about their people. This includes the employee's:
- Fit with organisational culture, job, manager, and team
- Knowledge, skills, job performance, and developmental needs
- Integrity, reliability and work ethic, and attitude towards substance abuse
Information uncovered from assessments helps leaders and managers rely less on gut instinct and make smarter people decisions. The specific benefits include:
Although an HR department may manage the day-to-day administration of an assessment program, these initiatives thrive in the organisation when sponsored by senior leaders who are committed to building and retaining a high performing workforce. Valid assessments can provide insightful information about the employee in a cost and time effective manner.
- Improving alignment and communication between managers and employees
- Reducing workforce conflict and improving employee satisfaction
- Maximising each employee's contribution to the organisation
- Reducing employee absenteeism and turnover
- Increasing sales performance and customer loyalty
This is an excerpt from the Executive 's Guide to Assessments . Contact us for the full report.
The ProfileXT® (PXT) assessment measures how well an individual fits specific jobs in your organisation. The "job matching " feature of the PXT is unique, and it enables you to evaluate an individual relative to the qualities required to successfully perform a job. It is used throughout the employee life cycle for selection, on-boarding, managing and strategic workforce planning.
This assessment reveals consistent, in-depth, and objective insight into an individual's thinking and reasoning style, relevant behavioural traits, occupational interests, and match to specific jobs in your organisation. It helps your managers interview and select people who have the highest probability of being successful in a role, and provides practical recommendations for coaching them to maximum performance. It also gives your organisation consistent language and metrics to support strategic workforce and succession planning, talent management and reorganisation efforts.
How does the ProfileXT assessment work?
Prior to assessing candidates, our experts help our clients develop peak performance models for your jobs in question that you will use to compare job candidates against. Once established, our clients deliver the PXT to their candidates over the Internet - hiring managers or an HR administrator simply forwards a link. The assessment does not need to be monitored, so the candidate can take it from any computer with Internet access. The system instantly scores the assessment and informs the hiring managers where they can access the results. The hiring manager can use the results as a screening tool or to assist them in the interviewing, selection and onboarding process.
The reports generated from the PXT offer much more than just an individual's match to a particular job. While the job match percent is very important, the other information in the various reports provides valuable insight into many facets of the staffing process.
- Performance Model Comparison - The Performance Model Comparison is typically used to identify how well a person will fit into a given position and provide suggestions for helping them in areas lacking a good fit.
- Interview Guides - Useful to the hiring manager . Provides the manager with suggested interview questions based on the applicant's assessment and potential job fit.
- Strategic Workforce Planning - Useful for succession planning. It illustrates the employee's job match percentage to all job match patterns within the company. The Strategic Workforce Planning report allows matching one individual to several Performance Models in a single report. This helps facilitate a better understanding of where the best job fit may be expected and is often used in succession planning for the individual.
- Candidate Matching - Useful to the hiring manager. Provides an overview of all applicants for a particular job and their job match percentages. The Candidate Matching report shows the results of comparing several candidates to an established Performance Model. The given percentage score indicates how well each candidate matches the established model.
- Individual Profile - The Individual Profile may be shared with the individual who took the assessment. This report does not provide the actual scores for each separate scale but instead includes a description of what the individual's scores suggest. There are no references to any specific Performance Model.
- Comparison Summary - Useful to the manager and manager 's superiors. Provides a means of measuring a participant's progress in professional development. The Comparison Summary is used to take a quick look at how well an individual fits into a particular Performance Model. It compares the individual scores against the model and provides a brief statement describing the meaning of each scale.
- Summary Graph - Useful to the hiring manager. Provides the manager with insights into the person 's thinking style, behavioural traits and occupational interests. This report also includes a job match percentage. The Summary Graph is a single page summary with the graph from the Comparison Summary report. The graph provides the individual's scores matched to a selected Performance Model.
- Individual Graph - Useful to the employee. Provides the employee with a comprehensive overview and occupational aptitudes. The Individual Graph provides the graph of an individual's scores without reference to any Performance Model. A brief description of each scale is also provided.
- Note: Some of these reports are new and will not be available until 1July.
IN THIS ISSUE
You Can Be a Charismatic Leader
Assessments Save You Time and Money
WHAT'S ON AT PROFILES
Training scheduled for 23rd February.
There is no seminar scheduled for February.
For Further Information Please Contact
Profiles International -Victoria
T: 1300 PROFILE
(1300 776 345)