What’s Leadership Presence – Part 2?

Leadership Books

Simply 2, James Scouller, author from the book The 3 Amounts of Leadership Books, continues his understand this elusive sign of great leaders, leadership presence.  This time around he compares presence to charisma.  He argues the distinction between them matters since it shows within the leader’s behaviour pressurized.

Recap on Part 1

When I stated simply 1, the main of presence is inner wholeness.  I described that wholeness comes from – and even is – an optimistic inner alignment of one’s feeling of identity, purpose and feelings about existence and yourself.  It frees us from restricting values, releases us from fear and expresses itself being an unusual mixture of inner peace and vitality.

I additionally stated that for many people, the term “charisma” includes the standard of presence, but it is not my technique for using it here.  I personally use it to mean a mix of outer charm, energy and persuasiveness.

Thus, an innovator with presence might have charisma and it is also correct that a charming leader won’t also have presence.  That’s because presence is different then charisma. I see presence is definitely an inner psycho spiritual condition by having an outer reflection whereas charisma alone is definitely an outer image missing a much deeper core.

Of course, charming people will have something about the subject that magnifies their effect on others, a minimum of in certain configurations, so charisma can imitate presence for some time.  However I repeat, presence and charisma won’t be the same.  What exactly may be the difference?

Distinction between Presence and Charisma

Let’s cope with charisma first:

•           A person might have leadership charisma without inner wholeness, a minimum of for some time, by depending on the high social status – whether it is fame, status, wealth, a remarkable title or perhaps a large office – to provide them a feeling of authority and brilliance according to individuals they meet.

•           Note what, “in your eyes of individuals they meet.” We frequently regard individuals with high social status as impressive due to the fact we project a picture of brilliance and authority onto them.  The look can stem from your hopes, fears and various insecurities or our desire to avoid taking responsibility to live in.  It may bring us to place the individual on the pedestal, depend on him to suggest the way in which forward and solve our problems… and also to give our energy to him.  Quite simply, for social status-based charisma to operate, the fans need to collude using the leader in propping up his position.

•           Another method to gain leadership charisma would be to project a remarkable image through skilful acting and presentation.  For instance, by understanding how to speak well in public places, getting voice training, speaking in memorable seem bites, involving the best body gestures, putting on the best clothes and understanding how to evade tough questions.

•           It is, obviously, possible to mix both means.

Presence differs:

•           Presence only comes from being what you are, the real you, comfortable in your skin, letting your natural character characteristics flow out of your inner feeling of wholeness.

•           Presence isn’t an action.  It doesn’t demand social status and doesn’t need others to project a picture of brilliance and energy onto us.  Actually, presence doesn’t need status whatsoever.  We are able to sense presence – that’s, something exceptional in regards to a person – on meeting them, even when we all know nothing about the subject, for presence is, basically, being what you are.

•           Presence thus remains much deeper, more effective and much more durable than charisma.

Now I’ve pointed out that speaking in public skill might help an innovator appear charming.  To become obvious, I am not recommending there’s anything wrong with understanding how to speak well in public places, as oratory skill could be a useful accompaniment to presence.

But things I am recommending is the fact that there is a hollowness to charisma.

The Hollowness of Charisma

The energy from the leader that has charisma – but lacks presence – rests on their own acting abilities, status and also the energy their fans provide them with, not their true, inner characteristics.

Deep-down, this type of leader knows they’re coping with the continual chance of exposure or abandonment by their fans, so their self-esteem is definitely threatened by.  To cope with this, charming leaders frequently produce a belief within their innate brilliance and employ this to feel happier about them and also to reinforce their act, regardless of the ongoing presence of effective restricting values within their psyche.  Unfortunately, this really is like putting a golden crust on the cake with infected meat.  It’s a mental cover-up that basically increases their chance of exposure, particularly when occasions don’t go how they want.  It’s because of this the charming leadership style could be unstable and short-resided.

Presence, unlike charisma, doesn’t rely on a self-image founded on the fragile feeling of brilliance offering only leaking self-esteem – a brilliance depending on constant success, acclaim or others’ relative underperformance to aid it.  Presence originates from joining together the divisions and letting go from the restricting values in one’s psyche to produce a durable core that’s better quality than the usual hollow self-image.  Founded on the base of positive, healthy self-esteem, it requires little if any outer reassurance with no evaluations with other people.  Thus, the best choice with presence doesn’t have the same amount of mental threat once the going will get tough.

Difference in Behaviour Pressurized

This contrast between presence and charisma underlies a vital difference in leaders’ behaviour and choices pressurized

If your firm’s progress is disappointing or answers are poor, the best choice who is dependent on charisma can fear humiliation from the things they see as impending failure.  Their fear may become self-serving behaviour that affects the organisation.  They might avoid choices or actions they find difficult or search for, blame and fire scapegoats, even when they’ve crucial abilities or contacts.  Alternatively, they might fill their board of company directors with cronies or enjoy ill-created initiatives that misdirect the organisation’s attention and cash, like ego-driven takeovers.

However, the best choice with presence can endure rough conditions and navigate having a smarter, cooler mind due to their strong self-esteem.  The thing is, a few of the common hazards of leadership roles like arrogance, overestimating one’s ability or judgement, oversensitivity to critique and also the anxiety about failure all stem from an unconscious restricting self-image.  Along with a restricting self-image (“I have this limitation or that flaw”) reduces self-esteem.  But presence – founded around the rock of robust self-esteem, unlike the sand that charisma stands on – is really a natural antidote to those dangers.