Magnificent Maleficent: or communicating with the Avatar

The breadth and range of human nature is such that no person can hope to successfully influence everyone to whom he or she reaches out. For some, the effect may be too forceful or dogmatic; for others too timid, aloof or lacking in charm.

Nevertheless we all have strategies – built up unconsciously over decades – for projecting a communicative persona or behaviour that helps us to get at least some of what we want from life. We do this by using a distinctive style we know will win the trust and perhaps even the admiration of as many as possible of those surrounding us.

But could we widen our appeal and so influence more people? The answer is yes – if we could uncover our inner capacity to project beyond those known and familiar frontiers of behaviour. Public figures do this all the time,  adding depth, range and respect to our perception of them by reaching out for some inner opposite.

In a role-reversal from her on-screen persona of Walt Disney’s Malificent, Hollywood actress Angelina Jolie is a noted United Nations Special Envoy for refugees, visiting the world’s most miserable trouble-spots*. Stephen Fry, a genial chat show-host, raconteur and accomplished TV presenter, also campaigns actively for LGBT sexual rights.

Could this woman save children, not hate them?

Could this woman save children, not hate them?

For regular mortals, self-improvement manuals talk of boosting impact by “pushing the envelope,” learning to “swing out” or “punching above your weight.” But without the means to visualize or map these new areas, such efforts often turn out either fruitless, or can look artificial and insincere.

Communicate Charisma has developed a methodology to map, measure and visualize the ways we project our communicative persona. This identifies where we can expand areas of influence in ways that are consistent with our own nature. You can find out more at, where you’ll find more blogs like this one.

We have designed a simple self-assessment test that generates two graphic presentations making up a unique personality profile. The circular seven dimensional Charisma Essence Profile shows the assets and energies we bring to each interaction.

Charisma Projection Profile for an Evangelist

Charisma Projection Profile for an Evangelist

Meanwhile, a two-dimensional grid showing the Charisma Projection Profile demonstrates the style we use to influence those around us – and it’s the focus of this article. Each zone of this grid encapsulates a fundamental behaviour we have condensed into a familiar “avatar” or personality type.

Communicate Charisma's clockface of nine Avatars

Communicate Charisma’s clockface of nine Avatars

A glance at the Projection Profile will show why certain behaviour styles or avatars are unlikely to influence those tending to favour the opposite or “shadow” of that type. For instance, those adopting a projection style that’s strongly based on the Charmer avatar, may struggle to influence those accustomed to the arguments of the Persuader. And vice versa.

The centre ground is the terrain of the Mediator (serving as a channel connecting differing views or styles). Although the Mediator might appear to project a neutral “all things to all men” style, the more powerful emotions of respect and admiration are mostly triggered when listeners identify something of themselves in a charismatic speaker. This may call for passion and partisanship.

Let’s take a tour of each of the nine avatars identified in the 2D Projection Profile. This will help to show how individuals exercise their influence. And where each distinctive type can expand charismatic range by understanding their avatar and reaching out toward its shadow.

Nine personality type Avatars and their shadows

Nine personality type Avatars and their shadows

Don’t forget that while each of these nine zones around the “clockface” represents a pure personality type, any Charisma Projection Profile resulting from a Communicate Charisma test will show an ellipse covering more than one zone. So any individual type blends several elements.

And we’ve illustrated  this with  representative maps suggesting how the Angelina Jolie and Stephen Fry  might look. We’d love for  both of them to take the Communicate Charisma self-assessment test!

People often ask how we can help boost their charisma. Understanding and working with this grid is one part of the conscious process we use to “make it better.”

The Evangelist.

Strengths: The Evangelist is persuasive in projecting a popular vision for crowds, urging them to acknowledge his or her perspective, making this a classic leadership style.

Limitations: This approach can look thick-skinned and heedless of others, with a tendency to monopolize the stage. Egotists may care less about reaching out, and more about winning personal recognition.

Relationship Patterns: The Evangelist prioritizes Vision over Empathy, and Drive over Collaboration. The Evangelist’s compulsion to lead creates some blind spots, for mesmerizing people isn’t the only way to win followers and build influence.

Avatar and Shadow: The Evangelist loves centre stage; yet the softer, more intuitive skills of the Coach must also find expression if potential for influence is to be fulfilled.

Paths to Integration: Evangelists who understand sensitivity is not a challenge area but an added strength, will moderate what often sounds a strident tone, and widen their catchment area of influence.

Roles: Brand Management, Sales & Marketing, CEO.

Angelina Jolie: her campaign persona is far more than a pretty face

Angelina Jolie: her campaign persona is far more than a pretty face

The Persuader

Strengths: The Persuader exercises forceful influence on audiences great or small, because he or she has the self-assurance to win over believers and transform outcomes by force of personality.

Limitations: With a focus on argument, this can seem like insensitive or egotistical point-scoring, especially if the speaker depends on empty rhetoric.

Relationship Patterns: The Persuader prioritizes Vision over Beliefs over and Drive over Empathy. Yet a more relaxed and accepting stance could win over more followers.

Avatar and Shadow: The Persuader is seldom “off duty.” Yet the Charmer’s way of sharing Values rather than always trying to change them, is what gives added power to win hearts.

Paths to Integration: Persuaders able to see acceptance and sharing not as a challenge area, but as a source of strength, will unlock their power of Empathy.

Roles: Sales & Marketing, Legal Training. IR

The Recruiter

Strengths: The Recruiter zooms in on individual needs or aspirations, customising his or her appeal to each listener. This helps build a sense of confederacy or affinity.

Limitations: This unashamedly persuasive style and its emphasis on intimacy will be seen by some as “sales and marketing talk.”

Relationship Patterns: The Recruiter prioritizes Self-Assurance over Collaboration and Values over Empathy. Yet we’re most likely to experience a change of heart when others set aside their ego, to put themselves in our place.

Avatar and Shadow: The Recruiter’s need for building inclusive teams may betray a neglect for freedom of choice – precisely the principle the Facilitator uses to win over those resistant to forcefulness.

Paths to Integration: The strength to show vulnerability can be the most persuasive and authentic of all voices, sweeping away barriers to Empathy.

Roles: HR, Executive Selection.

The Campaigner

Strengths: The Campaigner is a powerful catalyst to change the way large groups make decisions. Preaching benefits to help shift perceptions, makes this an effective sales or marketing style.

Limitations: A tactical yet very flexible approach to changing minds can be seen as opportunist, while this approach may get little traction in intimate situations.

Relationship Patterns: The Campaigner prioritizes group skills of Collaboration and Empathy over individual Values and Self-Assurance. That means personal needs can be overlooked, for many resist attempts to make up their own mind for them.

Avatar and Shadow: The Campaigner works by building on common ground and shared opinions. Yet many minds will change only in response to the individualist and open approach of the Negotiator.

Paths to Integration: The ability to touch every individual in a crowd by opening a direct personal channel, distinguishes the leader from the manager.

Roles: Marketing, Learning and Development. OD. Corporate events.

The Mediator

Strengths: The Mediator is alert to feedback and chameleon-like in searching for common ground with others. This polyvalent communicator constantly tracks how well the message is being received and accepted.

Limitations: This diplomatic type can seem insincere or slippery if caught out trying to be “all things to all men.”

Relationship Patterns: A Mediator untouched by other avatars is rare. Profiles covering the central space will blend with one or more personality types around the ‘clockface,’ creating a more distinctive voice.

Avatar and Shadow: The Mediator is a channel connecting opposing views, placing consensus above his or her needs. This may recruit the ‘reasonable middle’, but won’t sway the more partisan. So every Mediator also has a distinctive streak.

Paths to Integration: As in life, avatars use the Mediator’s non-committal central terrain to reach out toward their opposites, and so expand their range of influences.

Roles: Senior management, Counsel.

The Negotiator

Strengths: The Negotiator’s patience and sensitivity builds loyal support because it offers a sense of companionship. This generates an affinity that influences outcomes and wins faithful allies.

Limitations: While persistence and personalised focus works well individually, larger groups may ignore the effect as lacking impact.

Relationship Patterns: The Negotiator fosters collusion by prioritizing Values and Self-Assurance over Vision and Collaboration. But this ‘petit comité’ approach ignores our collective hunger for shared endeavours.

Avatar and Shadow: The Negotiator prizes intimacy and even secrecy. This ‘divide and rule’ approach can stir opposition when interlocutors are really seeking collective solutions typically offered by the Campaigner.

Paths to Integration: While the expert Negotiator makes us feel individual and special, our tribal affinity drives a powerful need for social belonging.

Roles: Legal, Finance, Labour Relations.

The Facilitator

Strengths: The Facilitator’s power to put others at their ease by appreciating their side of the story, stirs people to change their behaviour. This person builds rapport through gregarious style and effortless performance.

Limitations: This style can appear manipulative if it used merely to entice or flatter. And small groups my find this ‘big screen’ style unimpressive or insincere away from the podium.

Relationship Patterns: The Facilitator fosters Empathy over Vision, and Collaboration over Values. This may appear opportunist to those with a commitment to firm principles or long-term goals.

Avatar and Shadow: The Facilitator uses interpersonal skills to energize the group without seeking to dominate it. Such discretion may not satisfy those requiring firmer, more overt guidance offered from the Evangelist type.

Paths to Integration: While the Facilitator energizes the group and builds momentum, every successful journey needs a clear destination and planned stages.

Roles: Communications, HR.

Stephen Fry: polymath TV host and presenter - plus active campaigner

Stephen Fry: polymath TV host and presenter – plus active campaigner

The Charmer

Strengths: The Charmer has the emotional intelligence to melt down resistance and lower barriers of mistrust. By mobilising emotions, he or she becomes hard to resist.

Limitations: Audiences requiring empirical proof will not be convinced by this smooth approach, which can seem a superficial attempt to mobilise the emotions of listeners.

Relationship Patterns: The Charmer’s forte is Empathy and Collaboration, rather than Drive or Values, as feeling good is his or her key to unlocking influence. Without empirical basis, this can be coolly received.

Avatar and Shadow: The Charmer adopts unconventional rules of engagement to disarm resistance, often without visible effort or any recourse to the logic or arguments used by the Persuader.

Paths to Integration: First impressions may glitter, yet seldom outshine solid arguments. Without these, the Charmer’s route to influence can seem risky.

Roles: Sales & marketing, Non-exec positions

The Coach

Strengths: The Coach creates a harmonious atmosphere using tailor-made emotional appeals that make sound intuitive sense. The blend of intimacy and emotional intelligence can overturn resistance based on logic.

Limitations: Larger groups may find this ‘petit comité’ approach unimpressive and its low profile lacking in style.

Relationship Patterns: The Coach favours Values and Beliefs over Self-Assurance and Drive, valuing the individual’s internal growth over received group wisdom. The impulse for personal growth can tire those accustomed to living by rules.

Avatar and Shadow: The Coach fearlessly deploys personality to reach the heart of the matter, without regard for status or hierarchy. This may be too demanding for those expecting ready-made solutions handed out by the Evangelist.

Paths to Integration: Any Coach exciting a spirit of personal enquiry, while combining this with a clear collective vision of the future, enjoys great influence.

Roles: Non Exec, Training and Development, Mentor or internal coach.







The True Voice of Charisma

We all know effective leaders make use of charisma to raise their influence.

But exactly how does charisma work? It’s a famous truism that more than half the power of human communication is independent of message or content, yet the expert agreement stops there.

Are charismatic leaders deliberately using non-verbal or body language? Are they consciously  influencing us through subtle variation of their voice tone? Or does a truer,  authentic charisma style ensure that a speaker’s personality shines through his or her narrative?

Charisma is the “extraordinary quality” we sense in others, according to the sociologist Max Weber. Yet unless we sense the effect is authentic and holistic, we’re unlikely to feel compelled to follow such a person or accept their charismatic authority.

Understanding the way we project charisma brings us an important step closer to mapping and measuring the essence of charisma, which is the focus of Communicate Charisma and its unique methodology.

The central insights of Communicate Charisma are based on humanist psychology and share common ancestry with long-established personality typing methods such as MBTI, which work for the famous and non-famous alike. You can read an article about this by clicking here.

In previous artcles we’ve tested the proposition that charisma is about body language. The  adoption of standardized “power poses”, such as arms akimbo, or thrusting one foot forward as advocated by experts such as Harvard Business School’s Amy Cuddy, suggest that ‘charisma leadership tactics’ may fail the authenticity test.  You can read another article about such learned charisma behaviours by clicking here.

Now it’s time to subject to analysis the proposition that charisma is experienced through voice tone.

New research seeks to show that listeners experience charisma  through the tone and frequency of political leaders’ voices. It also shows that small changes can dramatically affect the way people are experienced by listeners, at least in the laboratory. The research comes from the University of California.

HMVRosario Signorello, a post-doctoral expert on phonetics, voice quality and laryngeal biomechanics from UCLA’s Bureau of Glottal Affairs, has been researching the charisma effect of Italian, French,  and Portuguese speaking politicians.

You can read news reports about the research by clicking here, and clicking here. You can see an earlier version of his paper, which was previously delivered to a conference in Amsterdam in 212. It can be downloaded via the website or by clicking here.

Signorello presented his paper to the Acoustical Society of America (ASA) in October 2014. Entitled “The Science of Charismatic Voices,” the research proposes that whether leaders are perceived as authoritarian or benevolent may depend  on the frequency characteristics of their voices.

Voice power: the secret of charisma?

Voice power: the secret of charisma?

Signorello used 260 student volunteers to listen to speeches of leaders from Italy, France and Brazil that had been “delexicalized” or decontextualized so content would not influence their judgement. Volunteers matched the voices with 67 adjectives such as dishonest, scary, dynamic, and fair.

What he found was that leaders can manipulate voice quality to convey different types of charisma. Italians, for instance, associate authoritarian leadership with gruff, low-frequency voices that simultaneously have a wide range of vocal pitch. France, meanwhile, associate higher-pitched voices with more competent leadership. François Hollande and  Nicolas Sarkozy both have higher pitched voices.

In Brazil, the famously gravelly voice of trade union leader-turned President Luiz Inácio Lula da Silva, helped him secure two successful terms of leadership. Coincidence or not, Lula and his chosen successor Dilma Rousseff (recently re-elected for a second presidential term) have both suffered from bouts of throat cancer.


Italy’s northern strongman: Umberto Bossi

Signorello’s research show listener perceptions can change as voice characteristics change. Signorello cites the case of Italian politician Umberto Bossi, leader of the Northern League and a fierce critic of what he called “Roma ladrona” (thieving Rome.) Southerners and immigrants were also tongue-lashed during his charismatic, raucous and fiery speeches. In 2004 Bossi suffered a stroke (AVC) that impaired his voice. Signorello’s research showed listener perception of Bossi before and after his stroke changed dramatically.

The’s research used two scoring sets: one is the effect volunteers sensed, and the other tonal  characteristics of voice. Effect ranged between authoritarian/dominant, or more benevolent and competent. The other scale ranged between – wider or narrow range of pitch control, and lower or higher fundamental frequency (FO).

To make these conclusions clearer, we’ve superimposed the changed perception of Bossi’s charisma tracked by Signorelli’s volunteers, onto Communicate Charisma’s own Two Dimension visualisation of how charisma is projected.

Anyone who completes a Communicate Charisma online self-assessment will receive both a two dimension (2D) and a seven dimension (7D) graphic of their own charisma. Furthermore, each person contributes an assessment of a famous communicator, so contributing to our growing archive of public profiles.

Our 2D model is based on intuitive, easy-to-follow assessment of communication style. Does a leader influence most using persuasion, or using empathy? Does he or she achieve more powerful effects over large groups, or exercise more intimate appeal?

Figure 1. shows how the charisma projection profile (defined by the orange ellipse) can vary significantly between individuals, as a result of different keyword choices in their self-assessment.

Fig 1Broadly speaking, the Communicate Charisma methodology shows that individuals whose ellipse occupies the top left corner of the 2D grid use a more authoritarian and dominant style based on persuasion. Those with ellipses located bottom right, will use a more intimate and benevolent style based on empathy, as illustrated in Fig 2.

Fig 2Umberto Bossi never completed a Communicate Charisma online self-assessment. But  based on   analysis of hundreds of our 2D maps, we postulate he’d be yet one more politician occupying the top-left hand corner. Likewise, the way listeners perceived him after his AVC is very characteristic of  a figure occupying the right-hand field of our 2D chart.

Fig 3 and 4To be clear: we’re making a comparison between the real findings of Signorelli’s research on Bossi, and the likely composite assessment of many individuals completing Communicate Charisma’s famous communicator online assessments of Bossi both before and after his AVC. Yet our comparison remains a very valid exercise for showing how charisma really works.

In his research Signorelli characterised Bossi’s effect on listeners as authoritarian and dominant. Fig 5 shows the perception, while Fig 6 shows combination of  vocal  characteristics that created that perception. Before his stroke (AVC) Bossi had a low average of fundamental frequency, with a wide pitch range and normal modulation of the pitch contour.

Fig 5 and 6Figure 7 tracks the change that took place making  the Italian politician be seen as “a benevolent and competent leader, which is very different from the authoritarian perception” according to Signorelli.  Fig 8 shows shift in vocal terms.

Fig 7 and 8What’s clear is that although the UCLA research is based on acoustic parameters and not on personality projection as is the case of the Communicate Charisma word-based self assessment, there seems to be a significant corroboration.

Nevertheless does the vocal route tell the whole story of charisma? We believe that true charisma is made up of a wider and deeper range of physcological attributes than can be captured simply through voice mechanics. Voice tone is part of the story  — yet very far from all of it.

Communicate Charisma’s 2D projection map is based on a series of personality types that form the basis of ‘avatars’ that show different charisma types in action. Fig 9 shows how four quadrants of the 2D grid translate into core personality types commonly seen in political figures.

Fig 9In the case of Bossi’s own transformation through the AVC and resulting voice change, the results were irreversible. But truly charismatic leaders have the capability to match persona and to the needs of their audiences by changing vocal tone. A case in point is the former British Prime Minister Margaret Thatcher. I never interviewed her, but journalist colleagues who did told me of the husky, sexy tone of voice she adopted during individual encounters that was totally different from her usual strident voice on the conference platform of in the House of Commons.


Margaret Thatcher: surprisingly alluring

Plotting human influence around four personality types would also be an over-simplification. So Communicate Charisma’s methodology uses a more nuanced spread of “avatars” across the 2D grid (without mentioning the total of 144 variants our method produces when the 7D map is included). Fig 10 shows the arrangement of personality types upon which self-assessment results are overlaid.

Fig 10In the case of Bossi before and after his AVC (or Margaret Thatcher when giving a media interview), the transformation in perception is shown in Fig 11 and Fig 12 by the migration of the blue ellipse.

Fig 11 and 12All those who complete an online self-assessment are first invited to give their opinion of a famous communicator. The resulting data supports Communicate Charisma’s project to map and measure the charisma assets of public figures as a means of helping ordinary individuals to unlock their own power of responsible influence.

Figure 13 shows the composite picture of how three great public figures are seen by visitors to our website

Fig 13As you’ll see, there is substantial variation in the way Nelson Mandela, Martin Luther King and Barack Obama are perceived.

It would be a fascinating experiment to see if UCLA’s group could conduct another test using tape recordings of these three English language speakers, to see if these findings are confirmed!

If, like me, you wonder whether a now-forgotten  regional politician like Umberto Bossi ever had enough charisma to attract a study from UCLA, there’s a second question: how far did it get him? Not far:  After helping prop up Silvio Berlusconi’s scandal-plagued administration in Rome, he was finally disgraced in a 2012 corruption scandal.

For this column, the votes are in: charisma may be projected in part using vocal tone or body language, but its true essence is greater than the sum of these elements. For that we must unlock authentic personality.

At Communicate Charisma we teach people how to become more engaging and effective communicators. In our Charisma Dimensions workshops, we use practical exercises coupled with our bespoke self-awareness tools to allow participants to understand and experience the impact of individual personality traits on how we are perceived by others. Together, we use these insights to develop a more effective and authentic personal style, and so raise our power of influence and communications mastery.

Find out more about our workshops.

























Fifty Shades of Engagament

Engagement among employees and teams is the fashionable ‘new grey’ of management communications.

Human Resource departments have seen to it that employee engagement scores form part of many company Annual Reports – meaning senior managers are now driven to improve scores year-on-year.

It’s all about igniting the individual motivation of employees so they will play an active and willing role in delivering the strategy, which makes personal good sense to each individual. This group experience of engagement certainly sounds sexy and alluring enough to come in at least fifty shades.

Engagement isn’t just a user experience. From a manager’s perspective, the active component of kicking off this process means being engaging. And that, alas, can betray a shockingly dull monochrome.

50 shades of grey - just dull grey?

50 shades of grey – just dull grey?

So how to make it better?

For leaders finding their teams post low engagement scores, manuals often recommend investing in an outsize toolkit of “leadership techniques and strategies” offering a straight line back to the not-so secret wisdom of Aristotle’s Rhetoric. You’ll learn how to jab the air with a forefinger, lift your voice into false interrogatives, single out audience members with a steely glare, or stand with arms akimbo, all the while sparking off rhetorical questions like a Catherine wheel.

Aliens might be fooled, but the rest of us know true engagement simply doesn’t work like that.


Employees want personality, not ‘leadership techniques.’

Translating company goals into individual motivation by appealing to enlightened self-interest can’t be achieved through “one size fits all” techniques that don’t take each manager’s unique personality into account.

We won’t go the extra mile for a manager until he or she has shown us both authenticity and personality. Generally, that means showing empathy and speaking from the heart, every bit as much as describing clear goals we can rally around.

So being engaging is personality. And, just like the colour grey, personality has many shades. To unlock the secret of how to become more engaging, we first need to define and map with much greater precision how engaging people really operate.

There are plenty of personality typing classifications that may help explain who we are in a static context – but not necessarily how we affect others in dynamic fashion.

Experience teaches us that some people have learned how use their personalities to lower our barriers of distrust, win the benefit of the doubt and get us on their side whatever the content of their discourse. Such engaging people aren’t always like us – or even necessarily likable. Yet they are influencers.

Getting Under the Radar

By temperament, we might favour the humour of the late Robin Williams, Ricky Gervais, or Mr Bean. But, skimming the radio dial on a tedious car journey, we may also feel a dreadful fascination in listening to right-wing talkshow host Rush Limbaugh (even with ratings down he still has 10 million listeners), or European nationalist political oddballs like France’s Marine Le Pen or Britain’s UKIP leader Nigel Farage. How on earth did they manage to sneak under our radar?

Dreadful fascination:  "shock jock" Rush  Limbaugh

Dreadful fascination: “shock jock” Rush Limbaugh

Like them or not, these people all share mastery of a single attribute that results in them being more engaging, characterised by the influence of personality in communication. It spans content, message, tone, and non-verbal communication too. This is charisma.

Charisma is how we experience the personality of someone able to quickly win over our attention, trust, even admiration. Charisma short-circuits the rational, cognitive process of “show me why I should believe in you and your plan.”

Of course, we can learn to use charisma to raise our own power of influence on others. For example, managers responsible for motivating their teams will become more engaging through effective use of their charisma assets.

So we believe charisma is the key to still-unresolved mystery of making a more exact science of being engaging in the workplace. And Communicate Charisma has found a way of showing you what charisma looks like in a simple visual snapshot or “X-ray.”

We’ve deliberately made in much more colourful than those shades of grey. You can find out more about our unique methodology on our website:

Charisma profiles of Great Communicators

Charisma profiles of Great Communicators

We can show you the charisma of Nelson Mandela (you can read our portrait of him by clicking here), Barack Obama, or Martin Luther King (you can read our analysis by clicking here). We can show you what a truly engaging manager’s charisma skill-set looks like. And because we can show you what your own charisma looks like, you can see what attributes to stress in order to become more engaging.

We can show you the DNA of charisma and how we’re related to well-known systems of personality typing (You can read about this by clicking here).  So, what does an engaging manager look like on the Communicate Charisma X-ray?

A common definition of successful engagement is that every individual wants a stake in shared success, and feels he/she has received a meaningful call to action. To communicate in such diverse fashion, an engaging manager should communicate across a broad range of emotional frequencies, allowing many different people to experience his or her personality.

The Communicate Charisma graphic enables us to see just how much energy a person brings to each of the seven dimensions of charisma, but also across how broad or narrow a range of circumstances they might apply that energy. For instance, it’s great to have lots of empathy. But if at a funeral you were only able to use the very same tone of voice to address the widow you’d used the day before when asking the captain of your neighbourhood football team to let you join, your condolences might fall flat.

Here’s the Charisma Essence profile of truly engaging manager and former EVP of a global multinational. Exceptionally, he has broad range capabilities in no less than four of the seven dimensions. You can see these as the broader wedges in each of the lettered segments below.

Engaging leader profile

Engaging leader profile

This manager’s energy level in any single charisma dimension is not high enough to suggest he’s single-minded or obsessive, while overall the circular chart suggests has exceptionally broad-based powers of engaging others. Proof of this comes in the commentary on his Collaboration type: “you know how to give your team a say – not just a task to fulfil.”

Broad range shows engaging manager attributes

Broad range shows engaging manager attributes

Unlock Your Charisma

Further analysis of the chart above shows how Communicate Charisma has addressed the question of “how to make it better” in two ways.

Firstly by providing clear visual tools to map, measure and manage exactly which personality assets you bring to any conversation. The problem with words like ‘engagement’ and ‘charisma,’ is that while we’re all quite familiar with their general meaning, we don’t have a forensic understanding or a visual means of plotting these effects.

Problem solved with Communicate Charisma’s, easy-to-use graphics showing the unique combination of “Charisma Essence” and “Charisma Projection” for any individual who takes a simple online self-assessment test. This generates a personal report that provides a baseline for every communicator’s journey toward wider and deeper self-knowledge.

Secondly, by practice and continuous improvement. Because charisma is the way others experience us, we need feedback mechanisms to monitor how other people are responding to our personal communication style. Because group assessment and sharing triggers this learning process, Communicate Charisma’s workshops provide a safe yet challenging forum for self-discovery. As follow-up, participants design and then execute their Personal Development Plan for ongoing development of charisma assets in their own time.

If it’s your responsibility to promote greater employee engagement, then it’s up to you to make a start by becoming more engaging. So  Communicate Charisma could just be for you. After all, people think in colour, not in grey.

At Communicate Charisma we teach people how to become more engaging and effective communicators. In our Charisma Dimensions workshops, we use practical exercises coupled with our bespoke self-awareness tools to allow participants to understand and experience the impact of individual personality traits on how we are perceived by others. Together, we use these insights to develop a more effective and authentic personal style, and so raise our power of influence and communications mastery.

Find out more about our workshops.