Focused properly, leadership charisma fosters an environment where every one of your people has a positive and energetic attitude, is emotionally and intellectually committed to your vision, and is inspired to contribute his or her very best. Watch this 60 minute webinar and learn how any leader can become more personally charismatic - and how any leader can harness that charisma to achieve superior bottom-line results for their businesses. What You Will learn: The impact of Leadership on Employee Engagement Six Critical Behaviors of Engaging & Productive Leaders Key Drivers of Individual Performance

1. The Role of Charisma

2. Deiric McCann
Five bestselling business books
1000+ articles on
management topics
Senior Vice President
- International

3. Profiles International
• Founded 1990
• 700 offices in 90 countries
• 45 Regional Offices
• 45,000+ clients worldwide

4. What’s the single most
important challenge to
all leaders?
Getting Positive Results

5. A Critical Reality
The magnitude of your team’s
contribution to your success will
be directly proportional to how
engaged they are with the
organization and their jobs.

6. Employee engagement is the
extent to which employees…
…are motivated to contribute to
organizational success,
and are willing to apply discretionary
efforts
to accomplishing tasks important to
the achievement of organizational
goals.
Vernon Bryce, Talking in TradeArabia

7. Engagement = Productivity & Profitability
…we looked at fifty global companies over a
year, correlating employee engagement levels
with financial results...
The companies with high employee engagement
had a 19% increase in operating income and
28% growth in earnings per share.
Conversely, companies with low levels of
engagement saw operating income drop more
than 32% and earnings per share decline 11%.
Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries)

8. Engagement = Productivity & Profitability
…which equates to:
…a 51% Gap in Operating Income!
…a 39% Gap in Earnings per Share!
…between high and low engagement organizations
Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.

9. What Drives
Engagement

10. Engagement is Driven By
• Job Fit
• Leadership – too often forgotten!

11. The Overlooked Role of
The Leader in Engagement
… a great workplace is measured by the quality
of three, interconnected relationships:
The relationship…
…between employees and management
…between employees and their jobs/company
…between employees and other employees
Fortune Magazine’s “100 Best places To Work”

12. The Common
Thread?

13. The Research: What We Did
• 40,000 manager-leaders assessed …
• …by almost 400,000 ‘Direct Reports’

14. To what extent does your manager…
• “…create and maintain a work environment where
you are emotionally and intellectually committed
to the organization’s goals”
• “…build an energetic and positive attitude in you
that inspires you to do your very best”
• “…create a common sense of purpose where you
are more inclined to invest extra energy and even
some of your own time in your work."

15. The Research: What We Found
• It ALL comes down to behavior!
• ANYONE can learn to be a highly
engaging leader

16. ANYONE can become an engaging & productive leader:
Six of the Most Critical Behaviors
1. Be a Beacon of Positivity
2. Communicate Effectively
3. Tailor Your Vision
4. Be Energetic & Enthusiastic
5. Recognize the Greatness in Others
6. Use the Charismatic Power of Belief in People

17. 1.
Be a Beacon of
Positivity

18. 2.9013?
“The Losada Line”

19. Positivity / Negativity Ratio
1:1 2:1 3:1 4:1 5:1 6:1 7:1 8:1 9:1 10:1 11:1
Team Team
‘Languishes’ ‘Flourishes’
Creativity dies, Creativity thrives,
relationships relationships are enhanced,
break down &
engagement rises,
productivity dives
people work in ‘flow’,
& productivity rises
The ‘Losada Zone
2.9013:1
The ‘Losada Line’
Engaging and productive leaders focus on keeping their
environment & people in the Losada Zone

20. 2. Communicate Effectively

21. 1-on-1 Communications
• Keep it upbeat
• For heaven’s sake, listen!
• Solicit ideas, opinions and suggestions
• Create a comfortable climate for raising
concerns

22. 3. Tailor Your Vision

23. …the best way to keep your stars
(engaged) is to know them better
than they know themselves
- and then use that information to
customize the career of their dreams
-Source: Timothy Butler & James Waldroop: “Job Sculpting”
Harvard Business Review - September-October 1999

24. Tailor Your Vision
• What are their strengths?
• What are their development needs?
• What goals do they have for themselves?
• What does success look like for them?
• What are their family circumstances?
• What are their passionate interests?
• What will they learn / how will they become more
valuable helping you to achieve your vision?

25. 4.
Energy
& Enthusiasm

26. Emotional Contagion
“Results of our studies clearly indicated that leaders’ emotional
expressions play an important role in the formation of followers’
perceptions of leader effectiveness, attraction to leaders and
follower mood …
… charismatic leaders enable their followers to experience
positive emotions …
…the behavior of leaders and managers can make a difference in
the happiness and well-being of the followers by influencing their
emotional lives”
Joyce E.Bono & Remus Ilies

27. 5. Recognize the
Greatness in Others

28. Recognition is Chemical
Recognition for good work releases
Dopamine in the brain, which creates
feelings of pride and pleasure.
Better yet, that Dopamine hit cements the
knowledge that more of that behavior will
create more praise, resulting in another
Dopamine drench, and so on.
‘In Praise of Praising Your Employees’, Gallup Management Journal

29. Recognition is Psychological
The
‘Norm of Reciprocity’

30. 6. The Charismatic Power of
Belief in People

31. 2 Key Drivers of Individual
Performance
• Leader’s expectation of an individual

32. “…if you have positive expectations
of all of your people then,
consciously and unconsciously, you
will continually transmit those
expectations and support your
people in raising their self-esteem,
their expectations of themselves,
and their engagement with their
work to produce the results you
expect of them.”
- ‘Leadership Charisma’, Haney, Sirbasku, McCann

33. 2 Key Drivers of Individual
Performance
• Leader’s expectation of an individual
• Individual’s expectation of her-/himself

34. “…you must have the very highest
expectations of your people,
knowing that your expectations will
become their expectations
– and that their expectations will
translate to unprecedented
productivity, performance and success.”
- ‘Leadership Charisma’, Haney, Sirbasku, McCann

35. ANYONE can become an engaging & productive leader:
Six of the Most Critical Behaviors
1. Be a Beacon of Positivity
2. Communicate Effectively
3. Tailor Your Vision
4. Be Energetic & Enthusiastic
5. Recognize the Greatness in Others
6. Use the Charismatic Power of Belief in People

36. ‘You cannot manage what
you cannot measure’
Leaders typically have
little idea what they are
doing that is engaging
– or disengaging –
their people

37. And the only people
who can tell them…
‘Self’
Anonymous Each
Direct
& Confidential Leader / ‘Boss’
Reports
Manager
Anonymous Peers
& Confidential

38. Checkpoint:
Leadership Charisma Index &
Leadership Charisma Quotient
www.profilesinternational.com
© 2011 Profiles International, Inc. All rights reserved
| 39

39. Checkpoint:
A Uniquely Complete
Leadership Development System
www.profilesinternational.com
© 2011 Profiles International, Inc. All rights reserved
| 40

40. What’s the single most
important challenge to
leaders in this economy?
Getting Positive Results

42. The Role of Charisma

43. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
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