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Discussion: Is this characteristic learned or innate? 

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Discussion: Is this characteristic learned or innate? 

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Charisma, in my opinion is a learned behavior. It is learned  through parenting, schooling and life experiences.  Charisma is deeply rooted in the ability to communicate emotionally. This in my opinion is an art or a skill that can be learned and developed. It brings to mind the adage that states, “You can catch more flies with honey than with vinegar.”  Charismatic leaders have the power to draw people into their way of thinking. “They possess relationship and oratorical skills that allow them to make deep connections with others.”  Fostering and nurturing the attitude of positivity, optimism and being emotionally expressive, are all parts of the building blocks of charisma; and these can be learned. because these qualities can be learned then charisma can be strengthened.

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The relationship between leaders and followers seems pretty straightforward: Leaders lead. Followers follow.

But Barbara Kellerman, a leadership lecturer at Harvard University's John F. Kennedy School of Government author of Followership: How Followers are Creating Change and Changing Leaders, says that significant shifts in technology and culture have changed that dynamic, giving followers more power. And there's a lot you can learn about being a good leader by learning to be a good follower.

followers can "make or break" the leader influencing if and how goals are accomplished

"[Good followers] support and aid the leader when he or she is doing the right thing, and stand up to the leader-having the courage to let the leader know when he or she is doing something wrong or headed in the wrong direction," says Ronald E. Riggio, Ph.D., associate dean of the faculty at the Kravis Leadership Institute at Claremont McKenna College in Claremont, California.

Being a good follower doesn't make you a "sheep," Kellerman says. The truth is that most of us are in followership roles regularly, perhaps in our families, social circles, religions, or other settings. Here are five skills you learn as a good follower that make you a better leader.

Today, leaders need to be aware of various audiences including colleagues, coworkers, customers, board members, and the public at large. As a leader, you need to be aware of what it takes to "bring them along."

Being a follower teaches you how to be aware of the needs of other people as well as their potential to "make my life hell from one second to the next," she says. Good followers learn to read people and understand what upsets and motivates them.

When good followers encounter a co-worker with rabid political beliefs or a disagreeable manager, they're probably not going to fight every battle, Kellerman says. Playing the part of the follower is easier, simpler, and often less risky.

Good followers learn how to get along with those who have differences while not ignoring those differences. That's an important leadership trait, too, because a leader or manager can't afford to be oblivious to the attitudes of those around him or her, Kellerman says.

Being a good follower means having the courage to dissent if you think your leader, manager, or superior, is doing something wrong-headed, Kellerman says. That's not always easy, but it requires the guts and strength of conviction that are essential to good leadership, Kellerman says.

"Being a good follower is complicated in ways that are rather similar to being a good leader. It means being engaged. It means paying attention. It means having the courage to speak up when something's wrong and it means having the energy and activism to support a leader or manager who's doing things wisely and well," she says.

In many ways, followers can "make or break" the leader influencing if and how goals are accomplished, Riggio says. In many business sectors, followers are the ones who are doing much of the creative work, although the leader may get most of the credit. Leaders who have been good followers understand how to work with people to bring out the best in them.

"Did Steve Jobs really create the iPod and iPhone, or was it the creative collective of team members at Apple? Today, leaders may be evaluated not only by how much is produced or achieved, but by the quality of the team or organization and its members," he says.

In order to be a good follower, you need to be able to think for yourself. Riggio says the best followers support and aid the leader when he or she is doing the right thing, and stand up to the leader when he or she is headed in the wrong direction.

"Many of the same qualities that we admire in leaders-competence, motivation, intelligence-are the same qualities that we want in the very best followers. Moreover, leaders, regardless of their level, also need to follow," he says.

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5 Ways Being A Good Follower Makes You A Better Leader | Fast Company

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The relationship between leaders and followers seems pretty straightforward: Leaders lead. Followers follow. But Barbara Kellerman, a leadership lecturer at Harvard University's John F. Kennedy School of Government author of Followership: How Followers are Creating Change and Changing Leaders, says that significant shifts in technology and culture have changed that dynamic, giving followers more power.

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Leadership Quality - Seeing the Bigger Picture...

Which leadership quality would be at the top of your list? Many might say the ability to see the bigger picture - and rightly so!

The essence of this quality is encapsulated in the classic "stonecutter short-story." There are several versions of the story, and several ways to interpret its timeless lessons. It powerfully illustrates the importance of perception in our approach to work.

Whether you think you're just earning a living, doing the best at your job, or you're leaving a legacy, this story demonstrates that there is great value in thinking positively and in seeing the bigger picture.

A second version of the story, adapted from Peter Drucker, suggests that just seeing the bigger picture is not enough.

Real leadership quality is demonstrated through both seeing that picture, and through ensuring others see it. By building a shared vision.

Our third version of this story graphically illustrates Peter Senge's ideas on leadership quality - the importance of sharing a vision. We end this article with Charles Handy's wonderful quote about "cathedral thinkers"...

The Three Stonecutters

One day a traveller, walking along a lane, came across 3 stonecutters working in a quarry. Each was busy cutting a block of stone. Interested to find out what they were working on, he asked the first stonecutter what he was doing. "I am cutting a stone!" Still no wiser the traveller turned to the second stonecutter and asked him what he was doing. "I am cutting this block of stone to make sure that it's square, and its dimensions are uniform, so that it will fit exactly in its place in a wall." A bit closer to finding out what the stonecutters were working on but still unclear, the traveller turned to the third stonecutter. He seemed to be the happiest of the three and when asked what he was doing replied: "I am building a cathedral."

This story beautifully illustrates a key leadership quality - seeing the bigger picture. All three stonecutters were doing the same thing, but each gave a very different answer. Each knew how to do his job but what was it that set the third stonecutter apart? Perhaps:

Knowing not just how and what to do, but knowing why.

Viewing the whole and not just its parts.

Seeing a vision, a sense of the bigger picture.

Having the ability to see significance in work, beyond the obvious.

Understanding that a legacy will live on, whether in the stone of a cathedral, or in the impact made on other people.

You can find the "woodcutter" story in our team building exercises resources, along with 14 other great ideas for leaders to use with their teams.

"I am Building a Cathedral"

Demonstrating his own leadership quality, Peter Drucker told a different version of this story, going beyond the obvious in drawing out its lessons.

In Drucker's version, when asked what they were doing, the first stonecutter replied:

"I am making a living".

The second kept on hammering while he said:

"I am doing the best job of stone cutting in the entire country."

The third stonecutter, when asked the same question said:
"I am building a cathedral."
As with the earlier version, the first stonecutter knew what he wanted to get from his work, and was doing so. He was giving a fair day's work for a fair day's pay. The third stonecutter obviously had a positive attitude to his work, perhaps because he saw the bigger picture. But what about the second stonecutter?

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Drucker suggested this was a potential problem area, perhaps the opposite of the third stonecutter's view of the bigger picture. Here was someone focusing on his own narrow view of work, possibly to the detriment of the project as a whole. Having a functional or professional view, at the expense of the overall contribution to the organisation.

Perhaps it's worth reflecting on how we see ourselves.

Has work become simply a means of earning a living?

Are we too focused on our individual performance or achievements?

Do we have a sense of the bigger picture in what we do?

Answers to these questions will probably change over time and at different periods of our lives. Perhaps we do just see work as a way to earn a living, because we have more important things in our lives. Or perhaps being expert at what we do is sufficient, and we don't feel the need to engage in the wider picture.

However, we spend much of our lives at work so making that time as fulfilling as possible is worth the effort. There is also considerable evidence that being a rounded, more complex person can make us happier, both at work and in our personal lives. Learning to look beyond the obvious, to see the bigger picture, can be a big step towards that happiness but does leadership require something else?

Did the third stonecutter's reply demonstrate a leadership quality, or just someone happy in his work? Simply having the vision is not enough. Good leaders need the ability to show that vision, to share it, and to inspire others to understand and work towards it. The third stonecutter becomes a leader when his view of his work is shared by his workmates - when none of them says they're simply doing their job.

As Peter Senge has put it: the responsibility of a leader is not just to share a vision but tobuild a shared vision.

You can find this story by Peter Drucker in the Practice of Management, or in the excellent Daily Drucker.

"I am Helping Sir Christopher Wren........"

Our final version of the story illustrates Senge's idea of leadership quality. This time the stonecutters are building London's magnificent St Paul's Cathedral, designed by the great British architect and designer, Sir Christopher Wren. In this story the third stonecutter's response does illustrate a leadership quality...

One day, after work on his cathedral had begun, Wren unrecognised by the workforce, walked among the artisans and stonecutters.

He asked one of the workmen:

"What are you doing?" "I am cutting a piece of stone", the workman replied.

He asked the same question of the second stonecutter. "I am earning five shillings two pence a day", the second workman replied.

He asked a third workman the same question, and the man answered, "I am helping Sir Christopher Wren build a magnificent cathedral to the glory of God."
A leadership quality might be seeing the bigger picture, but it's essential to help others share that vision.
We Need Cathedral Thinkers

We end this article with a thought provoking passage from Charles Handy's The Hungry Spirit:

"Cathedrals are incredible testaments to human endeavour. It is not only their grandeur or splendour, but the thought that they often took more than fifty years to build.

Those who designed them, those who first worked on them, knew for certain that they would never see them finished.

They knew only that they were creating something glorious which would stand for centuries, long after their own names had been forgotten.....
We may not need any more cathedrals but we do need cathedral thinkers, people who can think beyond their own lifetimes."
For more on this leadership quality theme you might like to read our article: Goal Setting Leaders Put Their Legacies First.

Or turn to our handy e-guide: Leading Insights, packed with more leadership stories, and some leading insights into how they can be used!

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Which leadership quality would be at the top of your list? Many might say the ability to see the bigger picture - and rightly so! The essence of this quality is encapsulated in the classic "stonecutter short-story." There are several versions of the story, and several ways to interpret its timeless lessons.

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Brian Tracy's Self Improvement & Professional Development Blog

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Leadership styles are a learnable quality that anyone can attain through hard work and self-discipline. While the process of becoming a leader may be simple it is not easy to do. Everyone can become a great leader, have better self-confidence and achieve success.

Self-Discipline Is a Learnable Quality

Many people feel that they lack in certain areas and they often assume that, "That's just the way I am." Are some leaders born with natural qualities and abilities that make self-discipline easy for them? It may be true that there are such things as natural born leaders, however most leaders are made by hard work and self-development.

The fact is that YOU can develop whatever leadership styles and qualities that you consider desirable and necessary. For some people it will be easier, and for others it will take more time and effort. But each person has the inborn ability to shape his or her character and personality in a positive way by being clear about his or her future intent and determined enough to press forward through the difficulties, resistance, and setbacks.

Develop the Leadership Styles You Desire

The process of developing disciplines or is simple, though not easy. Nothing worthwhile is easy.

First, decide upon the one discipline that can be most helpful to you in your career at the moment. Don't try to change several things about yourself at one time or to develop several disciplines for yourself simultaneously, no matter how attractive and desirable they may be. Your basic need is to focus and concentrate on the development of a single discipline until it is locked in and becomes a part of your personality. Then you can move on to the development of the next discipline on your list.

The good news is that every act of discipline strengthens and reinforces all your other disciplines. At the same time, it will increase your self-confidence. You must be vigilant. Everything counts!

Program the New Discipline Into Your Mind

Once you have chosen a discipline to develop, begin to think about how you would behave if you had this discipline or habit already. See yourself acting or reacting in a situation where you want to practice you new leadership styles.

Then, create a positive affirmation for your self to continually reinforce the new discipline. You will actually become what you say to yourself about yourself over and over again. This will build your and you will begin to see yourself in a new light.

Never Allow Exceptions

Once you have decided on the discipline you are going to develop, the key is for you to launch strongly on your new discipline. Resolve to never allow an exception until it becomes permanent. If you "fall off the wagon," immediately restate your affirmation or command to yourself and begin again. This is the only way you can succeed.

Persistence and Self-Discipline

The best part of this process of developing leadership styles and disciplines is the direct relationship between self-discipline and persistence. The more you persist, in any endeavor, the greater self-discipline and self-confidence you will develop. It has been well said that, "Persistence is self-discipline in action."

The more consistently you practice your chosen disciplines, the more you will like and respect yourself. You will feel more confident and optimistic . You will become more effective in every area of your life.

When you develop the disciplines of leadership excellence, you will become a more powerful and resourceful leader, get more done, have greater self-confidence and succeed at higher levels in everything you attempt.

Thank you for reading my blog on self-discipline and leadership styles. Please share it with your friends and comment below.

Topics included in this article include:
About Brian Tracy - Brian is recognized as the top sales training and personal success authority in the world today. He has authored more than 60 books and has produced more than 500 audio and video learning programs on sales, management, business success and personal development, including worldwide bestseller The Psychology of Achievement. Brian's goal is to help you achieve your personal and business goals faster and easier than you ever imagined. You can follow him on Google+, Twitter, Facebook, Pinterest, Linkedin and Youtube.

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How Self-Discipline Will Make You a Better Leader

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Leadership styles are a learnable quality that anyone can attain through hard work and self-discipline. While the process of becoming a leader may be simple it is not easy to do. Everyone can become a great leader, have better self-confidence and achieve success.

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In college, my daughter was dating the man she wanted to marry, but he hadn't made his mind up about her. He was dating another girl and my daughter at the same time. After a few weeks of this spilt relationship my daughter confidently told him, "I don't want to be with someone who doesn't want to be with me. You need to make a choice." This bold move had a big effect on him, and turned what would have been a long and painful journey of indecision into a successful relationship that ended in marriage. Think of the decisions, statements, arguments, and challenges bold leaders have made in your organization. What powerful changes can result from bold leadership?

Bold leaders are those who are willing to take a risk by developing a new product. They speak up on controversial topics. In fact, they will sometimes take a position contrary to higher-ups on a contentious topic. Typically they seek to move at a faster pace than others and are willing to take personal responsibility for an unpopular decision. Bold leaders are comfortable with thinking big, setting extremely high goals, or tackling a large project. They are not afraid to pick a fight with a powerful competitor. Instead of avoiding feedback from others they seek it. They think in unconventional ways and are not afraid to invest in an unproven idea. By examining 360 degree reports on more than 50,000 leaders in all industries and from around the world I have identified leaders who exhibit bold behaviors and have researched their effect.

First, when my colleague Jack Zenger and I looked at bold leaders we found that this capability worked best when it was combined with other leadership competencies. For example, imagine you work with a very bold leader that has incredibly bad judgment. That is a dangerous combination. When we looked at the data we found that leaders who had good judgment but were not bold had a 1% chance of being an extraordinary leader. Leaders who were bold but had poor judgment had a 4% chance. But, when leaders have both good judgment and bold leadership there was a 95% chance they were rated as extraordinary. By combining bold leadership with other competencies such as honesty, relationship building, innovation and strategic perspective they can be significantly enhanced.

Second, we found that bold leaders are seen as much more effective. In fact, those at the 90 th percentile for bold leadership are in the 91 st percentile on an overall leadership effectiveness index. Third, bold leaders have direct reports that are highly engaged. The graph below shows that leaders in the 90 th percentile for bold leadership have employees who rank at the 80 th percentile in employee engagement as well.

Bold leaders are also significantly better at retaining top talent. Finally, bold leaders get more discretionary effort from their employees as well. The graph below shows that those in the top percentile of bold leadership have 4.6 times the number of employees willing to go the extra mile.

Our intuition about how a person could be bolder often gets people into trouble. For example, I asked a leader recently what he would do to be perceived as more bold and he said, "Be more pushy, give a lot of orders, tell people what to do." This person would un-doubtable be perceived as being bold, but unfortunately there are some unpleasant side effects (e.g., he would also be seen as an obnoxious jerk). By looking at data from over 51,000 leaders we discovered the best ways for a leader to increase their boldness with no negative side effects. Here are four ways to increasing your boldness successfully:

1. Drive for results. Bold leaders are willing to take on difficult and challenging goals. Try inviting your team to propose two "game changing" goals they would like to see your group pursue.

2. Focus on the outside world. Bold leaders collect and share information. The outside world for any team or work group includes other groups and department in the organization. Understanding the issues and concerns of other groups can help departments create positive synergy between the two groups. If you read important information about competitors or your industry, bring this back to the group.

3. Innovate. Bold leaders are constantly looking for new ways to help the team increase both productivity and quality. Most innovative ideas challenge existing practices, process an approaches. Be willing to ask hard questions that challenge the status quo. Enlist the help of other team members in thinking about a fresh new way to accomplish something.

4. Communicate. Bold leaders look for opportunities to communicate, reinforce and share relevant information with others.

Don't be afraid to be a bold leader. Helen Keller wisely said; "avoiding danger is no safer in the long run than outright exposure. The fearful are caught as often as the bold." Take a risk, take a chance, do something different, and drive for results. As you do, you will become more effective. And you may even find yourself married to the job of your dreams.

To learn more about the behaviors that help you to become a bold leader, I invite you to attend our upcoming Zenger Folkman webinar by registering here, and to join this dialogue by sharing your additional thoughts in the comment section below.

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Bold Leadership: The 4 Steps That Take Leaders To Another Level

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In college, my daughter was dating the man she wanted to marry, but he hadn't made his mind up about her. He was dating another girl and my daughter at the same time. After a few weeks of this spilt relationship my daughter confidently told him, "I don't want to [...]

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11 Attributes To Develop To Become A Buoyant Leader!

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Through thick and thin, great leaders inspire courage and remain optimistic.

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Discussion:  Is this characteristic learned or innate? 

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Discussion:  Is this characteristic learned or innate? 

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Leads and Follows: A leader who possesses these characteristics is willing and able to cooperate and contribute as a team member giving up the lead; is willing and able to step into leadership when opportunity presents itself.

It is my belief that leaders are made so this is a learned behavior. “It is believed that leaders life circumstances must forge them into the person they are going to be, the leader they’ll become.” It’s like being an apprentice. You are under the leadership or guide of an expert. To become a leader one has to be apprenticed by leaders even if they do not realize it. So to become a leader you need to associate yourself with leaders. “It’s all about learning from  expert leadership watching them and perhaps even emulating their behavior. That’s why potential leaders seek out mentors who offer suggestions that may assist them in the day to day operations or challenges that may arise. Acting upon these suggestions, “they begin to improve from feedback which they receive from those around them and which they put to use.” For these reasons I believe this characteristics are learned not innate  and as such it can definitely be strengthened.

Are You Born A Leader? https://www.universalclass.com

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Derek Sivers: How to start a movement | TED Talk

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With help from some surprising footage, Derek Sivers explains how movements really get started. (Hint: it takes two.)

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Patch Adams (8/10) Movie CLIP - You Treat a Person (1998) HD

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The visionary leader is inspiring in vision, and helps others to see how they can contribute to this vision; allowing the leader and followers to move together towards a shared view of the future.