How per­sonal charisma drives suc­cess

Enterprise - - Contents -

Per­sonal charisma has in­creas­ingly be­come an im­por­tant in­gre­di­ent for busi­ness ex­ec­u­tives in their pur­suit of suc­cess. A charis­matic busi­ness ex­ec­u­tive is a prob­lem- solv­ing op­ti­mist who can de­liver bad news well, bring the re­quired play­ers to the ta­ble, and keep them talk­ing and in­spired. More com­plex con­stituents that make up charisma can in­clude: • A rest­less com­pul­sion to chal­lenge the sta­tus quo. • Not to be flus­tered by chaos. • A clear vi­sion to ex­plore an un­charted ter­ri­tory. • An abil­ity to ar­tic­u­late one’s vi­sion com­pellingly to any

au­di­ence and to im­bue it with a sense of great im­por­tance. • The skill to cre­ate a sense that no other per­son can. • The abil­ity to in­spire those around to do ex­tra­or­di­nary things. But charisma also tends to be con­fused with nar­cis­sism. How­ever, there is a clear dis­tinc­tion be­tween the two. One way to tell this dif­fer­ence is by the de­gree which the busi­ness ex­ec­u­tive is will­ing to share credit for suc­cess and to ac­cept blame for fail­ure. On the other hand nar­cis­sists do not ac­cept blames.

Im­por­tantly, there may be a num­ber of ac­com­plished ex­ec­u­tives who may pos­sess a strate­gic vi­sion and lead­er­ship skills but not nec­es­sar­ily charisma. Clearly, charisma does not han­dle con­flict res­o­lu­tion with labour union, re­struc­tur­ing the poli­cies for a won­drous turnover or strug­gling through a queru­lous board. In­stead, these charis­matic lead­ers are con­sid­ered as gods who rarely care about the bal­ance sheet.

The ex­am­ple of young dy­namic lead­ers at young tech com­pa­nies can be an­a­lyzed for charisma, where al­most re­li­gious de­vo­tion to a leader’s plans can be ob­served. These or­ga­ni­za­tions have charis­matic peo­ple who pos­sess the skill to in­fuse a dra­matic, pow­er­ful sig­nif­i­cance in what might other­wise seem a mun­dane goal. It is ob­served that un­der charis­matic lead­ers, peo­ple work with a high level of emo­tional in­ten­sity.

The charis­matic leader cre­ates an environment, where the work­ers view their as­sign­ments as a higher cause which should be served sin­gle- mind­edly. This be­comes pos­si­ble be­cause charis­matic ex­ec­u­tives pos­sess a ten­dency to fight rou­tine, cre­ate busi­ness meth­ods and work at odds with to es­tab­lish a long- term profit struc­ture. A charis­matic busi­ness ex­ec­u­tive brings health to a sick or­ga­ni­za­tional struc­ture and also keeps the healthy one fit, usu­ally not a com­mon trait.

Now, dur­ing job in­ter­views, or­ga­ni­za­tions mostly hire ex­perts to as­sess gen­uine charisma. This helps in fil­ter­ing out the de­sired self- con­fi­dence from the dark side of an al­most grandiose self- im­por­tance in a can­di­date who has a dis­dain for his sub­or­di­nates.

Equally pre­cau­tious ex­perts do not count charisma as a magic bul­let for busi­ness suc­cess. Be­cause, they say, no mat­ter how much of a ded­i­cated fol­low­ing a busi­ness ex­ec­u­tive may gather, in the end his ac­tual worth lies in prof­itabil­ity, growth, em­ployee re­ten­tion and ex­ten­sion to the larger com­mu­nity

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