You will often hear business leaders say that people are their most valuable resource. Yet sometimes it is the relationships between people and their communication skills which limit potential. Businesses would get on better if people got on better!
The overwhelming majority of people do the best they know how - and that includes managers, but sometimes they do not get the results they want. That may be because it can be difficult to understand how they are relating to others, what is working for them and what they are doing that might be counterproductive.
The Functional Fluency model provides a framework for building self-awareness in these areas. It describes the four modes of behaving which may limit effectiveness and the 'fabulous five' that are more likely to lead to positive outcomes. Those outcomes can be for managers - learning how best to lead and motivate their teams; for individuals - in how to manage stress and build better relationships; or for teams - understanding how to appreciate and work better with eachother.
Functional Fluency can be measured through a self-score questionnaire called TIFF. TIFF is a powerful tool for personal development. Through TIFF and the associated feedback process, you learn how to use your strengths to make real changes and enhance your effectiveness - enabling you to become more functionally fluent. As a licensed TIFF provider, I have seen how the process helps people see themselves more clearly. Also, by placing emphasis on what is working, individuals are motivated to build on these strengths to enable them to make changes elsewhere.
See more about the Functional Fluency model and the TIFF questionnaire at http://www.functionalfluency.com
Tuesday, 29 January 2008
Monday, 28 January 2008
What is charisma?
Often, when discussing leadership, the subject of charisma comes up. Do leaders need to be charismatic? If so, is it something you can learn?
The Cambridge dictionary defines charisma as 'a special power which some people possess naturally which makes them able to influence other people and attract their attention and admiration.' Saying people use it 'naturally' may suggest you have to be born with it, is this true?
Well-known leaders such as Ghandi or Churchill are often cited as leaders with charisma, yet we could all probably name others who are very successful but seemingly quite ordinary. So how can you be a leader who is able to influence other people and able to attract their attention and admiration?
Something that helps is being clear about your operating values, the principles by which you live your life and conduct yourself as a leader. Having a strong set of positive values means you are more likely to have a clear sense of self, be grounded and have a framework for decision-making. This strong sense of self is also very likely to be communicated to those around you.
Another factor that is often present with charismatic leaders is a willingness and ability to take a genuine interest in those around them. Charismatic leaders reach out to others and show a real interest. In that way there appears to be an increase in energy when they engage with others. Ineffectual leaders on the other hand, often have little impact on the energy of those around or at worst, even drag energy levels down.
There are of course other aspects that can contribute to a leader's ability to influence and gain respect. Each leader can develop a style that 'fits' with them as individuals as well as meeting the needs of the organisation. This is where leadership training programmes and \ or coaching can make a real difference. Having an opportunity to explore individual strengths, values and style can lead to a real growth in leadership effectiveness and that is likely to translate into better results all round.
What do you think about charisma and leadership?
Often, when discussing leadership, the subject of charisma comes up. Do leaders need to be charismatic? If so, is it something you can learn?
The Cambridge dictionary defines charisma as 'a special power which some people possess naturally which makes them able to influence other people and attract their attention and admiration.' Saying people use it 'naturally' may suggest you have to be born with it, is this true?
Well-known leaders such as Ghandi or Churchill are often cited as leaders with charisma, yet we could all probably name others who are very successful but seemingly quite ordinary. So how can you be a leader who is able to influence other people and able to attract their attention and admiration?
Something that helps is being clear about your operating values, the principles by which you live your life and conduct yourself as a leader. Having a strong set of positive values means you are more likely to have a clear sense of self, be grounded and have a framework for decision-making. This strong sense of self is also very likely to be communicated to those around you.
Another factor that is often present with charismatic leaders is a willingness and ability to take a genuine interest in those around them. Charismatic leaders reach out to others and show a real interest. In that way there appears to be an increase in energy when they engage with others. Ineffectual leaders on the other hand, often have little impact on the energy of those around or at worst, even drag energy levels down.
There are of course other aspects that can contribute to a leader's ability to influence and gain respect. Each leader can develop a style that 'fits' with them as individuals as well as meeting the needs of the organisation. This is where leadership training programmes and \ or coaching can make a real difference. Having an opportunity to explore individual strengths, values and style can lead to a real growth in leadership effectiveness and that is likely to translate into better results all round.
What do you think about charisma and leadership?
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