MANAGERS MUST HAVE CHARISMA !

"Managers must have charisma !" one often hears in the business world. But what is charisma? Is it really the sign of a “very strong ego” ? If the expression “a very strong ego “ means a confirmed egocentrism, is it possible that such a profile might correspond with that of the modern manager, in search of a new humanism and a renewal of the social dialogue?

In Greek, "charis" signifies: that which shines, that which rejoices. The word becomes ‘grace’, in the double sense of charm and favour, which the gods grant in their benevolence. Etymologically, the sense is religious : “charisma”, grace are bestowed by a power beyond the person, as a gift. In the business world, when colleagues use the word “charisma”, no one speaks of divine gifts, but rather of behaviour which may be classify in three paradigms:

1. Charm : the joy, the pleasure felt in contact with the leader;
2. Benevolence : the considerations, the marks of respect, the desire to please which he shows them;
3. Recognition : the recompense, the remuneration, the salary, the material gift, the distinction he bestows upon them.

It is clear that this charisma is not a simple gift, it can and must be worked at. In this particular type of "presence", there is beauty, suppleness, finesse, power and elegance. Charismatic personalities are not like others : they bring, thanks to their original and vital commitment, a personal vision which institutes new collective goals. Averse to routine, conformism, and automatism, their aura expresses the will to change which alone can maintain a dynamic of evolution. Owing to his self-mastery and unceasing striving towards perfection, the charismatic manager is able to command others. He shows rigour and moderation, whilst preserving the discretion and reserve necessary in all hierarchical relation. He is not insensitive to others, but this sensitivity is never too strongly asserted. He knows how to develop his best qualities, without ever boasting of it. Impenetrable without being inaccessible, his elegance consists precisely in his great inner richness.

Always measured in the expression of his sensitivity, such a leader must on the other hand manifest perception. Intelligence commands the respect of his opponents, who are always ready to impose their own "ego" on him. An alert mind, implacable logic, a sharp sense of humour, polished and sustained speech, a vast culture, a varied vocabulary, all this suggests solid judgement and good decision-making capacity, in short a mind able to engender effective action. Because they understand quickly, great leaders act quickly. Their words arouse loyalty because immediately persuasive. This persuasion is proportionally more effective the more immediate it is. Now, only the ability to listen, inseparable from real intelligence, is a guarantee of success here. The quality of listening is therefore the virtue par excellence of the great leader. always attentive to the words of others, he remains as accessible as possible. Listening is the key to dynamic and reactive management. It is the proof of the openness of mind and heart demanded by his team, who place their confidence in him. It is the royal road of persuasion and motivation. Thus, he leads without forcing, and saves his strength.

His charisma is also a gift of experience : he emerges and grows as a result of the ordeals he must surmount. For him, all difficulties are formative and setbacks are also chances to learn salutary lessons. Always alert and ready to face new challenges, his character becomes stronger in devouring defeats and victories with the same vitality and appetite. He invents, he innovates, and his reputation precedes him like armour. The more he takes risks and shows the way, the more his prestige grows. But when he succeeds in everything, he avoids arrogance and triumphalism. He remains calm, and no more shows his joy, than he showed anxiety during the storm. This calmness, this kind listening gives the genuine leader a mysterious something, which charms, commands respect and leads to success.

Christian DURAND 01/11/2003 © Cabinet ORGANON Consulting. Droits de propriété intellectuelle réservés.