John Antonakis

Marika Fenley

Sue Liechti

Jana está de pie en el podio, con las manos sudorosas, mirando a cientos de colegas que esperan recibir información sobre su nueva iniciativa. Bill acude a una reunión tras el lanzamiento fallido de un producto para saludar a un equipo agotado y desmotivado que necesita desesperadamente su dirección. Robin se prepara para enfrentarse a un subordinado brillante pero de bajo rendimiento al que hay que volver a encarrilar.

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Reprint: R1206K
Many believe that charisma, the ability to captivate and inspire an audience, is innate. But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 12 tactics that help managers become more influential, trustworthy, and &#8220;leaderlike&#8221; in the eyes of others. Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them.
Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group&#8217;s sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved. Three are nonverbal: animated voice, facial expressions, and gestures. Though there are other tactics that leaders can use&#8212;repetition, humor, talking about sacrifice&#8212;the 12 singled out by the authors have the greatest effect and can work in almost any context. And the research shows that they also have a larger impact than strong presentation skills and speech structure.
This article explores the 12 tactics in detail, providing examples from business and politics, and offers guidance on how to start implementing them. A manager&#8217;s goal should be to incorporate them not only into public speaking but also into everyday interactions. They work because they help you create an emotional connection with your audience, even as they make you appear more powerful, competent, and worthy of respect. People who use them effectively will be able to unite their followers around a vision in a way that others can&#8217;t. And in the authors&#8217; study, executives who practiced them saw the leadership scores that their audience gave them rise by about 60%.

Learning Charisma

Reimpresión: R1206K Muchos creen que el carisma, la habilidad de cautivar e inspirar al público, es innato. Sin embargo, mediante la investigación en el laboratorio y sobre el terreno, los autores, que trabajan todos en la Universidad de Lausana, han identificado 12 tácticas que ayudan a los directivos a ser más influyentes, confiables y «líderes» a los ojos de los demás. Los grandes oradores y políticos emplean estas técnicas de forma instintiva, pero cualquiera puede aprender a usarlas. Nueve de las tácticas son verbales: metáforas, símiles y analogías; historias y anécdotas; contrastes; preguntas retóricas; expresiones de convicción moral; reflexiones de los sentimientos del grupo; listas de tres partes; fijar metas altas; y transmitir la confianza de que se pueden lograr. Tres son no verbales: voz animada, expresiones faciales y gestos. Aunque hay otras tácticas que los líderes pueden utilizar (la repetición, el humor, hablar del sacrificio), las 12 seleccionadas por los autores tienen el mayor efecto y pueden funcionar en casi cualquier contexto. Y las investigaciones muestran que también tienen un impacto mayor que las sólidas habilidades de presentación y la estructura del discurso. Este artículo analiza las 12 tácticas en detalle, proporciona ejemplos de los negocios y la política y ofrece orientación sobre cómo empezar a implementarlas. El objetivo del gerente debe ser incorporarlos no solo a la oratoria sino también a las interacciones diarias. Funcionan porque le ayudan a crear una conexión emocional con el público, aun cuando hacen que parezca más poderoso, competente y digno de respeto. Las personas que las utilicen de forma eficaz podrán unir a sus seguidores en torno a una visión de una manera que otros no pueden. Y en el estudio de los autores, los ejecutivos que las practicaron vieron cómo las puntuaciones de liderazgo que les dio su público aumentaron alrededor de un 60%.

Aprender el carisma

Reprint: R1206K Many believe that charisma, the ability to captivate and inspire an audience, is innate. But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 12 tactics that help managers become more influential, trustworthy, and “leaderlike” in the eyes of others. Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them. Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group’s sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved. Three are nonverbal: animated voice, facial expressions, and gestures. Though there are other tactics that leaders can use—repetition, humor, talking about sacrifice—the 12 singled out by the authors have the greatest effect and can work in almost any context. And the research shows that they also have a larger impact than strong presentation skills and speech structure. This article explores the 12 tactics in detail, providing examples from business and politics, and offers guidance on how to start implementing them. A manager’s goal should be to incorporate them not only into public speaking but also into everyday interactions. They work because they help you create an emotional connection with your audience, even as they make you appear more powerful, competent, and worthy of respect. People who use them effectively will be able to unite their followers around a vision in a way that others can’t. And in the authors’ study, executives who practiced them saw the leadership scores that their audience gave them rise by about 60%.

Aprender el carisma

Resumen.

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