RESEARCH

SECTION ONE: PRESENCE: WHAT DO YOU RADIATE?

Chapter 1: Passion: The Transfer of Pure Energy

When two persuaders (with very different incomes) are compared with similar intelligence, similar core competence, and the same persuasion skills, the difference between the high and low income is usually passion. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

How are charismatic people described by their followers? In terms of awe, inspiration, and empowerment. [O. Behling and J. M. McFillen, “A Syncretical Model of Charismatic/Transformational Leadership,” Group & Organization Management (June 1996): 21.]

Enthusiasm and emotions are catching. [James M. Kouzes and Barry Z. Posner, The Leadership Challenge, 4th ed. (San Francisco: Jossey-Bass, 2008), p. 144.]

When you have passion, you have a sense of mission that drives you, stimulates your imagination, and motivates you to higher levels of achievement. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

Chapter 2: Confidence: Conviction Is Contagious

Charismatic people project a powerful, confident, dynamic presence. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 190.]

Confidence is at a 10-year low. [Global Leadership Forecast, a biannual study conducted by Development Dimensions International (DDI) (http://www.ddiworld.com/about/pr_releases_ch.asp?id=181).]

Charismatic people display complete confidence in the correctness of their positions and in their capabilities. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 190.]

When charismatic leaders feel discouraged or face imminent failure they don’t make those feelings public. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 190.]

Arrogance is the number one complaint against managers. [Heather Johnson, “Overbearing Arrogance. (ThermoStat),” Training, 39, 12 (December 2002): 18(1). (Senior management posts, interviewing techniques, brief article.)]

Chapter 3: Congruence: Actions Versus Intention

The wrong cues or gestures can lead to impressions that the speaker is not so competent. [P. D. Blanck and R. Rosenthal, “Non-verbal Behavior in the Courtroom. In R. S. Feldman (Ed.), Applications of Non verbal Behavioral Theories and Research (New York: Lawrence Erlbaum, 1992), pp. 89–118).]

Your gestures can lead to judgments that you lack confidence and credibility. [P. D. Blanck and R. Rosenthal, “Nonverbal Behavior in the Courtroom. In R. S. Feldman (Ed.), Applications of Non-verbal Behavioral Theories and Research (Hillsdale, N.J.: Lawrence Erlbaum, 1992), pp. 89–118).]

Nonverbal behaviors affect impressions of the sociability and attractiveness of a speaker. [J. K. Burgoon, T. Birk, and M. Pfau, “Nonverbal Behaviors, Persuasion, and Credibility,” Human Communication Research, 17 (1990): 140–169.]

Gestures that convey less immediacy (lack of eye contact, leaning back, reduced proximity) communicate that you don’t like others. [J. K. Burgoon, T. Birk, and M. Pfau, “Nonverbal Behaviors, Persuasion, and Credibility,” Human Communication Research, 17 (1900): 140–169.]

Chapter 4: Optimism: Adjust Attitudes

Adopting an optimistic outlook early in life will add years to your life. [David Snowdon, Aging with Grace: What the Nun Study Teaches Us About Leading Longer, Healthier, and More Meaningful Lives (New York: Bantam, 2002).]

Optimism leads to the development and maintenance of better and stronger social networks and social support. [Copyright 2003 W. H. White Publications, Inc. “Be Optimistic; Improve Your Health,” “Positive Thinking, Faster Recovery,” “Power of Positive Thinking Extends . . . to Aging.”]

People that have an optimistic outlook on life have demonstrated higher levels of motivation, persistence, and performance. [S. E. Taylor and J. D. Brown, “Illusion and Well-being: A Social Psychological Perspective on Mental Health,” Psychological Bulletin, 103 (1988): 193–210.]

Belief in good luck produces a positive impression that causes feelings of optimism and confidence. [M. E. P. Seligman and P. Schulman, “Explanatory Style as a Predictor of Productivity and Quitting Among Life Insurance Sales Agents,” Journal of Personality and Social Psychology, 50 (1986): 832–838.]

Pessimistic people give up twice as fast as optimistic people. [Ibid.]

Chapter 5: Positive Power: Force Is Not Charisma

Expert power is manifest in information, knowledge, and wisdom. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 233.]

Deep inside each person is a desire to have power and incite reactions in others. [Floyd Allport, Social Psychology (New York: Houghton-Mifflin, 1999).]

Charisma, like leadership, is a function of one’s position. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (Free Press, 1990), p. 185.]

Individuals asking for contributions for law enforcement and health-care campaigns gathered more donations when wearing sheriffs” and nurses” uniforms than when they just dressed normally. [L. Bickman, “The Social Power of a Uniform,” Journal of Applied Social Psychology, (1974): 47–61.]

Pedestrians at a traffic signal committed more violations when they witnessed an experimenter who was dressed to represent a person of high social status commit a violation. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 171.]

Chapter 6: Energy and Balance: Vibrant Well-Being

Those who are charismatic have high levels of energy and are actively involved. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 207.]

Having friends and good relationships makes you healthier. [Dorothy Foltz-Gray, “The Laughing Cure: Why This Couple Will Never Get Sick. (Good Health From Laughter and Enjoyment),” Prevention, 50, 10 (October 1998): 92(9).]

Positive social ties increase our ability to fight disease. [E. Bachen, S. Manuck, M. Muldoon, S. Cohen, and B. Rabin, “Effects of Dispositional Optimism on Immunologic Responses to Laboratory Stress,” 1991, unpublished data.]

Religion and prayer decrease your chances of getting cancer and heart disease. [International Journal of Psychiatry in Medicine, October 1997.]

Chapter 7: Humor and Happiness: It Comes from Within

Being cheerful and having a happy disposition is always associated with charisma.

[Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 70.]

Appropriate use of humor increases trust in your audience. [W. P. Hampes, “The Relationship Between Humor and Trust,” Humor: International Journal of Humor Research, 12 (1999): 253– 259.]

Humor connects you with your audience and increases their attention to your message. [C. P. Duncan and J. E. Nelson, (1985). “Effects of Humor in a Radio Advertising Experiment,” Journal of Advertising, 14 (1985): 33–40.]

There is a direct correlation between being charismatic and having a sense of humor. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 70.]

People are less likely to disagree with you when you use humor. [J. L. Freedman, D. O. Sears, and J. M. Carlsmith, Social Psychology, 3rd ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1978).]

SECTION TWO: CORE QUALITIES: INSIDE DICTATES THE OUTSIDE

Chapter 8: Self-Discipline: Willpower Equals Commitment

Talent is not the major cause of success with top athletes, artists, and scholars, it is their extraordinary drive and determination. [Keith Johnson, The Confidence Makeover: The New and Easy Way to Quickly Change Your Life (Shippensburg, Penn.: Destiny Image, 2006). A report on a five-year study of 120 of America’s top artists, athletes, and scholars, by a team of researchers led by Benjamin Bloom, a University of Chicago education professor.]

Charismatic people emphasize physical and mental toughness, sacrifice, and hard work to overcome hardships and challenges.[R. J. House and J. M. Howell, “Personality and Charismatic Leadership,” Leadership Quarterly, 3 (1992): 81–108.]

Charismatic people are zealously committed to their mission and their occupation. [R. J. House and J. M. Howell, “Personality and Charismatic Leadership,” Leadership Quarterly, 3 (1992): 81– 108.]

Self-discipline and will power will weaken after doing sequential tasks, much like an overused muscle that has been strained to fatigue or a battery that has lost its charge. [M. Muraven and R. F. Baumeister, “Self-Regulation and Depletion of Limited Resources: Does Self-Control Resemble a Muscle?” Psychological Bulletin, 126 (2000): 247–259.]

Chapter 9: Competence: What You Don’t Know Can Hurt You

When we don’t feel competent or capable it limits our ability to pursue our goals. [http://www.psychologytoday.com/blog/dont-delay/200902/fear-failure]

Feeling competent increases motivation, reduces fear, enhances charisma and leadership. [http://www.psychologytoday.com/blog/dont-delay/200902/fear-failure]

There is a direct correlation between your intelligence and your income. [Kevin Hogan and Mary Lee Labar, Irresistible Attraction (Network 3000, 2000).]

There are three primary human needs: for autonomy, for relatedness, and for competence. [Edward Deci and Richard Ryan, Handbook of Self-Determination Research (Rochester, NY: University of Rochester Press, 2002).]

There are five critical competencies for today’s business:

Resources: Identifies, organizes, plans, and allocates resources

Interpersonal: Works with others

Information: Acquires and evaluates information

Systems: Understands complex interrelationships

Technology: Works with a variety of technologies

[U.S. Departments of Labor and Education formed the Secretary’s Commission on Achieving Necessary Skills (SCANS) to study the kinds of competencies and skills that workers must have to succeed in today’s workplace. The results of the study were published in a document entitled “What Work Requires of Schools: A SCANS Report for America 2000” (http://www.ncrel.org/sdrs/areas/issues/methods/assment/as7scans.htm).]

Chapter 10: Intuition: Follow Your Instinct

College students would watch three 10-second video clips of a professor during their class (beginning, middle, and end) and evaluated the professor on the basis of the professor’s warmth, energy, and confidence. The study found that these students” evaluations of the professor were the same as the students that attended the class for the whole semester. [N. Ambady and R. Rosenthal, “Thin Slices of Expressive Behavior as Predictors of Interpersonal Consequences: A Meta-Analysis,” Psychological Bulletin, 46 (1992): 256– 274.]

Top-level managers score higher on using intuition than lower-level managers. [Weston H. Agor (ed.), Intuition in Organizations: Leading and Managing Productively (Thousand Oaks, Calif.: Sage Publications, 1989).]

Consciously overanalyzing every situation is very ineffective. [D. Goleman, Working with Emotional Intelligence (New York: Bantam Books, 1998).]

Intuition is bigger than we realize. It feeds our expertise, creativity, love, and spirituality. [David G. Myers, “The Powers and Perils of Intuition,” November 01, 2002 (http://www.psychologytoday.com/articles/200212/the-powers-and-perils-intuition).]

Chapter 11: Purpose: Tapping into Unlimited Drive

Charismatic managers have a high level of conviction, passion, and commitment about the correctness of their ideas. [Jane Whitney Gibson and Charles W. Blackwell, “Flying High with Herb Kelleher: A Profile in Charismatic Leadership,” Journal of Leadership Studies (Summer–Fall 1999): 120.]

Charismatic people are dedicated to their vision and are positive they are going in the right direction. [Jane Whitney Gibson and Charles W. Blackwell, “Flying High with Herb Kelleher: A Profile in Charismatic Leadership,” Journal of Leadership Studies (Summer– Fall 1999): 120; V. E. Frankl, Man’s Search for Meaning: An Introduction to Logotherapy, 4th ed. (Boston: Beacon Press, 1992), p. 115.]

Victor Frankl says of personal meaning that it “always points, and is directed, to something, someone, other than oneself—be it a meaning to fulfill or another human being to encounter.” [As quoted in J. J. Sosik, “The Role of Personal Meaning in Charismatic Leadership,” Journal of Leadership Studies, 7, 2 (2000): 60–74.]

Purpose is found through altruistic leadership, which is defined as “involves motivation through concern for others.” [R. N. Kanungo and M. Mendonca, Ethical Dimensions of Leadership (Thousand Oaks, Calif.: Sage Publications, 1996).]

Chapter 12: Integrity: Character Counts

Men rated honesty and integrity as the top two qualities they respect in other men. [Men’s Health (June 1995).]

Men rated lying/dishonesty as one of the top negative qualities in other men. [Men’s Health (June 1995).]

People are becoming more tolerant of lying, deception and cheating. [Sharon Begley, “A World of Their Own,” Newsweek (May 8, 2000): 53–56.]

Employees prefer to work for managers whom they can trust and who are honest with them about the reality of their circumstances. [James C. Sarros, Brian K. Cooper, and Joseph C. Santora, “The Character of Leadership,” Ivey Business Journal Online (May– June 2007 (company overview). Copyright 2007 University of Western Ontario.]

The studies show 33 percent of people distrust their immediate boss. [John C. Maxwell, Develop the Leader Within You, rev. ed. (Nashville: Thomas Nelson, 2000).]

Honesty and integrity were the highest-valued traits in a national survey that asked businessmen and -women to identify the characteristics of superior leaders. [“Ugliness May Trump Charisma, Good Looks in Presidential Leadership,” U.S. Newswire (August 2007).]

Chapter 13: Courage: Stand Up and Be Counted

Courage is critical to having those uncomfortable conversations and not hiding behind the label of being nice. [I. Barry Goldberg, “Courage (On Leadership),” Arkansas Business, 23, 34 (August 28, 2006): 7(1). Copyright 2006 Journal Publishing, Inc.]

The work climate for success is characterized by on equitable reward system that recognizes excellence and by a willingness to take risks and experiment with innovative ideas. [James M. Kouzes and Barry Z. Posner, The Leadership Challenge, 4th ed. (San Francisco: Jossey-Bass, 2008), p. 66.]

Courage is one of the main attributes possessed by those who motivate followers to outstanding achievements. [E. F. Borgatta,A. S. Couch, and R. F. Bales, “Some Findings Relevant to the Great Man Theory of Leadership,” American Sociological Review, 19 (1954): 755–759.]

Courage is integral to the charismatic appeal of leaders such as Moses (leading the Jews out of Egypt), Abraham Lincoln (leading the U.S. through civil war and freeing the slaves), and Martin Luther King, Jr. (advancing civil rights in America). Each of these leaders may have derived personal meaning by courageously facing and overcoming numerous challenges. [E. F. Borgatta, A. S. Couch, and R. F. Bales, “Some Findings Relevant to the Great Man Theory of Leadership,” American Sociological Review, 19 (1954): 755–759.]

Chapter 14: Creativity: Tap Your Imagination

We are not born creative. We are not creative because our brain is different. We learn creativity. Creativity is not the result of some magic brain region that some people have and others don’t. [R. Keith Sawyer, PhD, “Expert: You Too Can Be Creative; It Just Takes Hard Work,” PHYSorg.com (February 3, 2006) (www.physorg.com/news10540.html).]

As long as you are at least average in your intelligence—you are reading this book so you qualify—you can be creative. [E. P. Torrance, “Creativity Research in Education: Still Alive,” in I. A. Taylor and J. W. Getzels (eds.), Perspectives in Creativity (Piscataway, N.J.: Transaction Publishers, 1975), pp. 278–296.]

We know that effective leadership is usually based on creative problem solving. [Anthony Middlebrooks, “Teaching Leadership as Creative Problem-Solving,” Academic Exchange Quarterly, 10, 2 (Summer 2006): 32(6).]

Highly creative people have a high level of specialized knowledge (competence) and are capable of divergent thinking (able to draw on ideas from different disciplines and fields). [Kenneth M. Heilman, MD, Stephen E. Nadeau, MD, and David Q. Beversdorf, MD, “Creative Innovation: Possible Brain Mechanisms,” Neurocase (2003).]

Chapter 15: Focus: Activity Does Not Equal Accomplishment

A big indicator of success is the ability to control impulses, resist distraction, and stay focused on the task at hand. [Newsweek reports approach in New England preschools by psychologist Adele Diamond, “Focus, Not IQ, Might be Best School Skill,” Arts & Living, Science & Health.]

A Gallup poll found that workers estimate they waste an average of 1.44 hours a day. [Joseph Carrol, “U.S. Workers Say They Waste About an Hour at Work Each Day,” Gallup (September 6, 2007) (www.gallup.com/poll/28618/us-workers-say-they-waste-about-hour-work-each-day.aspx); Chuck Martin, “Executive Skills: How to Improve Your Ability to Focus,” CIO (November 7, 2006) (www.cio.com/article/26430/Executive_Skills_How_to_Improve_Your_Ability_to_Focus_?page=1).]

Senior managers and executives say the skill of focus is a personal strength. [Ibid.]

What we eat, how much we sleep, carbonated beverages, whether we eat breakfast, food additives, and refined carbohydrates all affect our ability to concentrate. [“Morning Cereal Can Boost Concentration: UK Study” (http://www.newsmax.com/health/cereal_concentration/2009/04/27/207702.html).]

SECTION THREE: DELIVERY AND COMMUNICATION: SPEAK WITH CONVICTION

Chapter 16: Presentation Skills: Educate, Inspire, and Entertain

Your verbal ability is in direct correlation with the capacity to influence others. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 63.]

The top predictor of professional success and upward mobility is how much you enjoy and how good you are at public speaking. [Tony Alessandra, Charisma: Seven Keys to Developing the Magnetism That Leads to Success (New York: Business Plus, 2000).]

The capacity for ready communication is always one of the skills associated with leadership. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990).]

The ability to give presentations was ranked as the most critical skill needed to move up in today’s business environment. [American Salesman, 36, 8 (August 1991): 16(5).]

The majority (75 percent) of executives felt that presentation skills were three times more important than writing skills. [American Salesman, 36, 8 (August 1991): 16(5).]

Chapter 17: People Skills: Do They Really Like You?

Studies show that 91 percent of people said people skills are important in business, but 66 percent said their company wasn’t committed to developing those skills. [“Damaging Shortage of People Skills,” Personnel Today (June 18, 2002): 9. Survey says two-thirds of UK companies are not committed to developing people management skills.]

There is an interesting correlation between lawsuits and the likeability of a doctor. Malpractice lawsuit statistics show that patients who feel rushed, treated poorly, or ignored are the most likely to sue their doctors. [“Bulletin: How Plaintiffs” Lawyers Pick Their Targets,” Medical Economics, 10, 4 (Fall 2001): 47 (http://www.aans.org/library/article.aspx?articleid=10046).]

The ability to connect with the most people is critical for charisma. Charismatic people were found to be more extroverted in most studies. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 67.]

When CEOs were asked what traits helped them get to the top, the majority said hard work, people skills, and leadership ability. [“What Does It Take to Make It? Sweat, People Skills, Leadership,” American Banker, 156, 138 (July 19, 1991): 2A(1).]

Chapter 18: Influence: Help Others Persuade Themselves

Great managers possess persuasion skills required to convince others of the quality of their ideas. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990).]

When someone persuades you to change your mind, that person will be inclined to be persuaded by you. Conversely, if you resist that person’s attempts and do not change your mind, then he or she will likely reciprocate in a similar fashion, resisting your attempts to change his or her mind. [Kurt Mortensen, Maximum Influence: The 12 Universal Laws of Power Persuasion (New York: AMACOM, 2004).]

Nonverbal characteristics and behavior are associated with persuasiveness, including vocal pleasantness and facial expressiveness. [J. K. Burgoon, T. Birk, and M. Pfau, “Non-verbal Behaviors, Persuasion, and Credibility,” Human Communication Resources,17 (1990): 140–169.]

Up to 95 percent of persuasion and influence involves a subconscious trigger. This means the inclinations like “It just feels right,” “I trust this person,” or “I don’t like this person” are all based on subconscious emotional reactions. [Joseph Sugarman, Ron Hugher, and Dick Hafer, Triggers: 30 Sales Tools You Can Use to Control the Mind of Your Prospect to Motivate, Influence and Persuade (Las Vegas, Nev.: Delstar, 1999).]

Ninety-five percent of thought and emotion occur in the unconscious mind, without our awareness. [Daniel M. Wegner, The Illusion of Conscious Will (Cambridge, Mass.: MIT Press, 2002); George Lakoff and Mark Johnson, Philosophy in the Flesh (New York: Basic Books, 1999); Antonio Damasio, The Feeling of What Happens (New York: Mariner Books, 2000); Gerald Edelman and Giulio Tononi, “Reentry and the Dynamic Core,” in Thomas Metzinger (ed.), Neural Correlates of Consciousness (Cambridge, Mass.: MIT Press, 2003); Bernard J. Baars, A Cognitive Theory of Consciousness (New York: Cambridge University Press, 1988); Joseph LeDoux, The Emotional Brain (New York: Simon & Schuster, 1998); John R. Searle, The Rediscovery of the Mind (Cambridge, Mass.: MIT Press, 1992); Walter J. Freeman, How Brains Make Up Their Mind (New York: Columbia University Press, 2000), pp. 13–36; Steven Pinker, How the Mind Works (New York: W.W. Norton, 1997).]

Chapter 19: Storytelling: Create the Image

As human beings, we are drawn to anything that gives us answers. Stories help your audience answer some of their own questions. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

Charismatic presidents used nearly twice as many metaphors than noncharismatic presidents. Speeches with metaphors are judged as more inspirational to the audience. [Jeffery Scott Mio, Ronald E. Riggio, Shana Levin, and Renford Reese, Presidential Leadership and Charisma: The Effects of Metaphor (California State Polytechnic University, Pomona, Claremont McKenna College, 2005).]

Stories grab attention, create involvement, simplify complex ideas, and persuade without detection. [Kurt W. Mortensen, Maximum Influence: The 12 Universal Laws of Power Persuasion (New York: AMACOM, 2004).]

Stories statistically will connect with more people than facts, numbers, examples, or testimonials. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

Chapter 20: Eye Contact: Conversing Without Speaking

When you increase appropriate eye contact, people judge you as more dominant, assertive, and independent. [C. L. Brooks, M. A. Church, and L. Fraser, “Effects of Duration of Eye Contact on Judgments of Personality Characteristics,” Journal of Social Psychology, 126 (1986): 71–78.]

There is a link between the duration of eye contact and the positive judgment of personality characteristics of the requester. [G. Knackstedt and C. Kleinke, “Eye Contact, Gender, and Personality Judgments,” Journal of Social Psychology, 131 (1191): 303–304.

Good eye contact is judged as having high self-esteem. [J. M. Droney and C. L Brooks, “Attributions of Self-Esteem as a Function of Duration of Eye Contact,” Journal of Social Psychology, 133 (1993): 715–722.]

Direct eye contact can increase compliance. [C. Kleinke and D. Singer, “Influence of Gaze on Compliance with Demanding and Conciliatory Request in a Field Setting.” Personality and Social Psychology Bulletin, 5 (1979): 376–390.]

Chapter 21: Listening: Say What?

Studies show that poor listening skills still account for 60 percent of all misunderstandings. [Murray Raphel, “Listening Correctly Can Increase Your Sales,” Direct Marketing, 41, 11 (November 1982): 113.]

Eighty percent of our success in learning from other people is based on how well we listen. [Marshall Goldsmith and Mark Reiter, What Got You Here Won’t Get You There (New York: Hyperion, 2007); “Now Go Out and Lead,” BusinessWeek.com (January 8, 2007) (http://www.businessweek.com/magazine/content/07_02/b4016083.hm).]

Great managers are great listeners. [Business Week Online (February 1, 2007).

We only “hear” because the studies show the average listener expends too much effort on trying to remember the facts. [Eugene Raudsepp, “The Art of Listening Well,” Inc. (October 1981): 135.]

There is a positive relationship between effective listening and being able to adapt to your audience and persuade them. [S. B. Castleberry and C. D. Shepherd, C.D., “Effective Interpersonal Listening and Personal Selling,” Journal of Personal Selling & Sales Management, 13 (Winter 1993): 35–49.]

Chapter 22: Rapport: The Instant Connection

When you create a positive perception, you have an 85 percent chance of persuasion. With a negative perception, you have only a 15 percent chance. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

A study showed that 75 percent of people don’t like all the “gushy, chit-chatty stuff,” but 99 percent of them won’t even bother to stop you when they’re annoyed. [William T. Brooks and Thomas M. Travisano, You’re Working Too Hard to Make the Sale!: More Than 100 Insider Tools to Sell Faster and Easier! (New York: McGraw-Hill, 1995), p. 47.]

One of the major causes of employees” going into a bad mood was talking to someone in management. [J. Basch and C. D. Fisher, “Affective Events Emotions Matrix: A Classification of Job Related Events and Emotions Experienced in the Workplace,” in N. Ashkanasy, W. Zerbe, and C. Hartel (eds.), Emotions in the Workplace: Research, Theory and Practice (Westport, Conn.: Quorum Books, 2000), pp. 36–48.]

Our facial muscles (all indicating a different emotion or feeling) can produce over 250,000 different expressions. [R. Birdwhistle, Kinesics and Context: Essays on Body Motion and Communication (Philadelphia: University of Pennsylvania Press, 1970).]

SECTION FOUR: EMPOWERING OTHERS: CONTAGIOUS COOPERATION

Chapter 23: Inspiration: Strengthen and Energize

Most American business professionals are uninspired. [Carmine Gallo, “The Seven Secrets of Inspiring Leaders,” Bloomberg BusinessWeek (October 10, 2007). Carmine Gallo’s research reveals techniques common to the leaders who best know how to inspire their employees, investors, and customers.]

Inspirational behavior stimulates enthusiasm among subordinates for the work of the group and builds their confidence in their ability to successfully perform assignments and attain group objectives. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 207.]

Only 10 percent of employees look forward to going to work each day. [Carmine Gallo, “The Seven Secrets of Inspiring Leaders,” Bloomberg BusinessWeek (October 10, 2007). Carmine Gallo’s research reveals techniques common to the leaders who best know how to inspire their employees, investors, and customers.]

Great managers guide and support the personal growth of their supporters and provide intellectual stimulation. [Bernard M. Bass, Bass & Stogdill’s Handbook of Leadership, 3rd ed. (New York: Free Press, 1990), p. 201.]

Chapter 24: Esteem: Understand the Ego

Self-image is a big aspect of charisma. Self-image encompasses how people describe themselves in terms of needs, beliefs, values, and personal meaning. [W. L. Gardner and B. A. Avolio, “The Charismatic Relationship: A Dramaturgical Perspective,” Academy of Management Review, 23 (1998): 32–58.]

Praise can also cause people to change their minds. In a study, student essays were randomly given high or low marks. When surveyed, the students who had gotten A’s tended to lean even more favorably in the direction of the positions they had advocated in their essays. Students who had received failing marks, however, did not stand behind their previous positions as willingly. [Kurt W. Mortensen, Maximum Influence: The 12 Universal Laws of Power Persuasion (New York: AMACOM, 2004).]

In the first 18 years of life, if you lived in an average home, you were told no or what you could not do more than 148,000 times. [Dr. Shad Helmstetter, “What to Say When You Talk to Yourself,” Pocket (January 15, 1990): 66.]

Income is a primary reason we work, but most people also want the job satisfaction they get from accomplishment. They have a drive to be part of the team. [R. S. Dreyer, “What It Takes to Be a Leader—Today!” Supervision, 55, 5 (May 1994): 22(3).]

Chapter 25: Credibility: Reality Versus Perception

Having success is key to maintaining a charismatic image. [J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, Calif.: Sage Publications, 1998).]

Charismatic people are extraordinarily successful. Long-term charisma will always depend on long-term success. [J. A. Conger, and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, Calif.: Sage Publications, 1998).]

Speech nonfluencies, such as increased pauses, repetitions, and speech errors, have been found to decrease perceptions of credibility. [E. Engstrom, “Effects of Nonfluencies on Speaker’s Credibility in Newscast Settings,” Perceptual and Motor Skills, 83, 2 (1994): 579–588.]

Studies show that people who appear well organized are thought of as being more thorough and better prepared than their disorganized counterparts; this perception, of course, increases their credibility. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

Respect is based on the sum total of how you have conducted yourself in your professional and personal affairs. If you have shown respect, integrity, and character in all your dealings, people will know it. People will sense it. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

Chapter 26: Motivation: Light Their Fire

A study shows 59 percent said their companies do not do enough to motivate employees. [B. Reece and R. Brandt, Effective Human Relations in Organizations, 2nd ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1982).]

Over 50 percent of all workers say they could double their effectiveness, and 85 percent of workers in the U.S said they could work harder on the job. [F. Herzberg, The Motivation to Work (New York: John Wiley & Sons, 1959).]

Dr. W. Edwards Deming says the way to high productivity is to move staff toward intrinsic motivation, having the capability and authority to bring about change in their sphere of influence. [W. E. Deming, “A System of Profound Knowledge,” participant material distributed at the Quality Seminar (March 1991), Santa Clara, California.]

The process of moving toward a desired change is equally as rewarding as the end result. [Victor Vroom, Work and Motivation (San Francisco: Jossey-Bass, 1994).]

Only 42 percent feel managers use top motivating techniques. [B. Reece and R. Brandt, Effective Human Relations in Organizations, 2nd ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1982).]

Chapter 27: Goodwill: Charity and Compassion

Helping others not only builds self-respect, but also improves your health. People who do volunteer work and care for others have a 60 percent lower rate of premature death. [Robin Koval and Linda Kaplan Thaler, The Power of Nice: How to Conquer the Business World with Kindness (New York: Broadway Business, 2006), p. 104.]

Showing concern means exhibiting genuine friendliness and goodwill for the other person’s best interest. It means acting with consideration, politeness, and civility. It is the foundation for all interactions, and it creates an environment of concern in return. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]

Our society places great value on charisma. If you happen to be charismatic, great, but that isn’t the signature characteristic of a great leader. We think kindness is. [William F. Baker, Leading with Kindness: How Good People Consistently Get Superior Results (New York: AMACOM, 2008).]

Employees should be involved in organizational plans and changes. They should be treated as individuals because in return they will perform better and be satisfied in their jobs. [R. S. Dreyer, “What It Takes to Be a Leader—Today!” Supervision, 55, 5 (May 1994): 22(3).]

Chapter 28: Vision: See It, Taste It, Touch It, Feel It

When you need to express a vision, get buy-in, and implement it. That calls for open, caring relations with employees and face-to-face communication. People who cannot convincingly articulate a vision won’t be successful. [N. M. Tichy and S. Sherman, Control Your Own Destiny or Someone Else Will (New York: HarperBusiness, 1994).]

More than one-third (36 percent) surveyed value a visionary people person for their leader. [“Ugliness May Trump Charisma, Good Looks in Presidential Leadership Test” (http://www.alma.edu/academics/leadership/leadership_survey); copyright 2007 PR Newswire Association LLC.]

Charismatic people are “meaning makers” who “interpret reality to offer us images of the future that are irresistible. [J. A. Conger, The Charismatic Leadership: Behind the Mystique of Exceptional Leadership (San Francisco: Jossey-Bass, 1989).]

Meaning is important for follower identification with the person and his or her vision. [J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, Calif.: Sage Publications, 1998).]

Managers who clearly articulate a vision found higher levels of job satisfaction, motivation, commitment, pride in the organization, and organizational productivity. [James M. Kouzes and Barry Z. Posner, The Leadership Challenge, 4th ed. (San Francisco: Jossey-Bass, 2008), p. 124.]

Chapter 29: Empathy: Compassion Creates Friendship

Executives rated the skills expected of business managers (business aptitude, responsibility, clarity, self-confidence, etc.), but the qualities that best predicted high ratings for effectiveness—what mattered most to their colleagues—were empathy and trustworthiness. [“Empathy Matters Most for Effective Leadership,” BlessingWhite (December 26, 2007) (http://www.blessingwhite.com/docDescription.asp?id=216&pid=6&sid=1).]

Charismatic people have a strong tendency to display sensitivity toward people’s needs and emotions. [J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, Calif.: Sage Publications, 1998).]

Great managers share followers” feelings in a way that creates an emotional bond between them. [P. Salovey and J. D. Mayer, “Emotional Intelligence,” Imagination, Cognition and Personality,9 (1990): 185–211.]

Charismatic people pay individualized attention to followers, respond to their needs, and encourage their personal development.[B. M. Bass, Leadership and Performance Beyond Expectations (New York: Free Press, 1985).]

Charismatic managers respect followers and are concerned about their feelings and needs. [P. M. Podsakoff, S. B. MacKenzie,R. H. Moorman, and R. Fetter, “Transformational Leader Behaviors and Their Effects on Followers” Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors,” Leadership Quarterly, 1 (1990): 107–142.]

Want charisma? The best predictors are empathy and trustworthiness. [WFC Resources Newsbrief (February 2008), 5, 2.]

Chapter 30: Respect: Give It to Get It

Respect is critical to the organization. Companies that value “pro-people practices” tend to perform up to 40 percent better over time. These organizations have cultures that have continuous learning, teamwork, and concern for all key stakeholders. [R. Brayton Bowen, “Today’s Workforce Requires New Age Currency: Responsibility, Respect, Relationships, Recognition and Rewards Work Well Together to Motivate Workers,” HR Magazine (March 2004).]

Managers know that good manners are important to success in workplace relationships. Good manners also enhance team performance, in listening and responding to customers, and in managing a richly diverse workforce. [Frances Hesselbein, “The Power of Civility: Demonstrate Appreciation and Respect,” The Non-profit Times, 16, 21 (November 1, 2002): 48(2).]

Absenteeism is up in U.S. workplaces, and there is a direct association with absenteeism and employee morale. Nearly twice as many companies with “poor/fair” morale reported an increase in unscheduled absences over the past two years compared to companies with “good/very good” morale (33 percent versus 17 percent). Moreover, 46 percent of companies with low morale reported that unscheduled absenteeism is a serious problem for them. [“Employers Still Struggle with High Cost of Absenteeism,” HR.com (October 28, 2001) (http://www.hr.com/SITEFORUM?&t=/Default/gateway&i=1116423256281&application=story&active=no&ParentID=1119278060936&StoryID=1119648002296&xref=http%3A//www.google.com/search%3Fhl%3Den%26q%3DCCH+HR+Management+absenteeism%26aq%3Df%26oq%3D%26aqi%3D).]

When people were polled to see what aspect of trust they thought was most important, 44 percent said credibility. Interestingly, despite its importance, respondents felt it was established only 11.4 percent of the time. [Kurt W. Mortensen, Persuasion IQ: The 10 Skills You Need to Get Exactly What You Want (New York: AMACOM, 2008).]