The Importance of Charisma

by David G. Jensen, Search Masters International

As a recent interviewing process came to a close, the hiring manager prepared to extend an offer to one of our two finalists. As she compared the candidates, I couldn't help noticing some hesitation on her part. This was strange because I was proud of either match. Everything about both candidates was a perfect fit, from their academic training to their experience in therapeutics QC. Still, something was bothering my client.

I decided to pursue it. "Something's not right," I said. "We always recommend that client companies make hiring decisions only when they are truly excited. Jennifer, you sure don't sound inspired. What's up?"

"On paper, there is absolutely no reason why I shouldn't make an offer right now to either one of these people," she said. "I just can't bring myself to do it. These two QC managers have all the combined personality of a cinder block."

Personality? At first I was surprised. No offense intended, but personality (in this sense, charisma) is an unusual requirement to find in a quality control job description. Charisma is more likely expected of a sales manager. I was perplexed. "Jennifer, when we initially discussed the position, we set up a screening process geared to find an individual with strong scientific skills -- an assay-developer par excellence who could bring additional technical expertise to the team. In the personal chemistry department, we wanted to make certain only that he or she would fit into the corporate culture. We placed no special emphasis on finding someone with an outgoing personality. What are you thinking about?"

Jennifer was thinking of the long term: "This position requires a great deal of involvement with the outside world," she said. "If I bring in people who will be uncomfortable each time they step out of the QC lab, I would be shortsighted. We need to hire people who can have an impact both internally and externally. If they can't influence others positively, then they will be relegated to running the lab for the next ten years. I don't think that is a good career move for either of us."

Of course, Jennifer was referring to the fact that it was in her best interest as a manager to hire people who could eventually take her place. She was absolutely right. At that moment our search started again -- but for a different sort of candidate.

The Nature of Charisma

When technical professionals hear the word charisma, they may first think of sales reps or politicians. But in some successful companies, you'd be hard pressed to find a person in any influential position who doesn't have some measure of charisma. Those on the scientific track are not exempt from this need.

Charisma is derived from the ancient Greek word kharis, meaning "to cause to strive or desire." The ability to motivate others to strive and succeed is a major building block of successful management, whether in a QC lab or the corner office. Charismatic people describe goals by painting word pictures, thereby motivating others to a particular end. They have an exceptional ability to win the devotion and support of others. They have no fear of presenting their ideas to anyone who may be able to help them. And they have excellent persuasion and negotiation skills.

There is, of course, a negative side to these qualities. Although Thomas Edison had a great deal of charisma, so did Adolf Hitler. And the world of the startup company will always have slick, charismatic executives who convince the investment community to back smoke-and-mirrors ventures. But the kind of charisma I'm referring to here is a positive, motivating force exuded by those who have a particular knack for leadership. You don't have to be climbing the management ladder to need charisma, either.

Think back on any career opportunities that you may have missed. Perhaps an internal promotion or lateral transfer could have offered fresh challenges. Or perhaps you've been in a situation like the one described above in which your technical talents were not quite enough to move your interviewer to extend an offer. If so, consider taking the time to develop interpersonal skills that will help you in your long-term career development. Here are a few points to consider.

Make a good first impression. You get only one chance. The first impression someone receives of you can leave an indelible imprint. Always remember this in interviews.

Develop good eye contact. Many people will immediately dismiss you as a lightweight if you can't maintain eye contact with them during conversation. Here's a great quote about the importance of eye contact: "An eye can threaten like a loaded gun; or, it can insult like hissing and kicking; it can alter moods by beams of kindness, or make the heart dance with joy" - (Ralph Waldo Emerson).

Be a good listener. Charismatic people will not corner you and talk nonstop. Instead, they encourage you to open up to them. As they lean forward with a slight tilt of the head, their body language says, "I'm interested in what you have to say." Many salespeople who think that they are charismatic simply talk too much and don't listen, wouldn't you agree?

Speak in terms of the other person's interests. I'm amazed at how often technical people forget this. One candidate for the QC position described above had excellent experience in assay development for safety testing of biologicals. He could have won the hiring manager over completely by pointing out how his process validation experience could have benefited Jennifer's company. Instead, he insisted on discussing aspects of the work that excited him but that had absolutely no bearing on her interests. Sure, she knew that he'd be a valuable technical addition, but she had strong doubts about his ability to "sell" management or his team on particular projects and approaches.

Let's face it: No one wants to be compared to an object as uninspiring as a cinder block. As you take a look at your career -- perhaps considering your next move -- think seriously about how you may have been affected by your ability or inability to influence others in a positive manner. Your move up the ladder, whether technical or managerial, could depend more on charisma than you think!

Author:

Dave Jensen
500 Foothills South, Suite 2
Sedona, AZ 86336 

To reach Search Masters International, contact
career@searchmastersinternational.com
(630) 663-9140 

Contact the author for reprint permission:
david_g_jensen@yahoo.com 

 

 

© Copyright 2000 by David G. Jensen, Sedona, AZ 86336-5085. Contact the author for reprint permission.