Transmission Wire

In the first part of this series, we looked at the logistics of an event, both the logistics of fans getting to the event, and the internal logistics allowing fans to move from one item of interest to another. This time we will look at how to ensure that our event is profitable.

The Olympics are a fun example of trying to put on the best show that the world has ever seen and still turning a profit. Every two years, usually about a month before the games, there will be newspaper articles about how far over budget and behind schedule the ticket sales the Olympic Games are. Fortunately, most of our events are not judged by the same standards that the Olympics are held to, but they do have evaluation criteria. One common feature of all events is that they have both a budget and an objective. The size of the budget and the scope of the objectives differ drastically, but that does not make them any more or less important to the person planning the event.

The 2002 Winter Olympics were a good example of working hard to stay on budget. At the time of the Olympic Bid Scandal, the Winter Games looked like they were destined to be far over the prescribed budget. As they turned the corner, under the leadership of Mitt Romney, one of the things that helped them was to bring large silent sponsors in to the events. Most of the large profile sponsorships for the Olympics are predetermined (Delta, Visa, Coca-Cola, etc) leaving little room to go out and recruit additional sponsors with the lure of advertising space and publicity. They were still able to find organizations to help foot the bill and keep the games within their budget. Organizations like Marker, NuSkin, and the Eccles Foundation donated money, products, and services to help the games. These companies did not end up with Television commercial spots, but Marker had a label on the uniform of every volunteer and NuSkin distributed sunscreen and other toiletries to thousands of people who attended the events. This created a tremendous amount of goodwill for these organizations.

Staying within a budget is a problem that most people have. There always seems to be more to do than resources with which to do it. Like the Olympics, most of our events would benefit from contributions from sponsors. This can be as simple as having a local business pay to print your tickets in exchange for an advertisement on the back of each ticket, or having local restaurants donate pies for a pie eating contest. The more creative you get, the more possibilities you will be able identify to add an additional boost to your budget.

The Olympic Games have more objectives than most of us would be able to keep straight. From fostering world peace to bolstering the local economy, to creating an atmosphere conducive to the athletes breaking as many world records as possible, everyone has their own metric by which they judge the Olympics. In general, the Olympics do a good job planning the locations of the venues to benefit the athletes and the logos and displays to benefit the visitors from the different nations in attendance. They also are pretty consistent with helping the economy of the local community.

Most of us are lucky in that we do not have as many objectives behind our events. The majority of event planners, however, never stop to consider all of the different objectives that their event may have. It is usually a good idea to take some time and think of all of the stake holders in the event. This includes the organizations that are hosting the event, the participants and performers, and attendees of the event. Once you have listed everyone who is involved, try and think of why they are involved. What is their motivation? As you start to answer these questions you will develop a fairly complete list of the objectives of your event. It is then a good idea to prioritize them in such a way that you spend most of your time meeting the objectives that will make the most difference to the outcome of your event.

Taking the extra time to find sponsors to help you with your budget and to identify the objectives of your event will help make your event a success. You will be surprised at how easy it can be to identify the little things that will make a difference as you begin to plan your event.

Next: Managing your Event

Josh Francis
Business Development
Josh spent three years working at Brigham Young University’s Ticket Office before recieving an MBA in Marketing and Technology at the University of Notre Dame’s Mendoza College of Business. While at Notre Dame, Josh won the McClosley Business Plan Competition with FlashSeats, a company that is revolutionizing lifecycle management of tickets to events.

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Just about everyone has worked with or for someone — usually a key player in the organization — who is great at what he or she does, but unfortunately also has the people skills of “Attila the Hun.” I’ve never known an organization that didn’t have at least one!

Who are We Talking About Anyway?

“Attila” can be male or female and bad behaviors can vary, but the one thing each has in common is that the affects of their fatal flaw typically is a rock in the road to organizational progress, and, depending on their level of influence, can even impact the firm’s viability.

Consider this scenario:

Delores, a successful financial advisor, started her own financial services consulting firm four years ago. She brought over several clients from the financial services firm where she had been employed for five years and through referrals, built a solid client base within the first year. With things going better than she expected as a first-time business owner, she rented office space, hired an administrative assistant and another financial advisor to handle the workload and continued to deliver the kind of service her clients had come to expect from her firm. They worked long hours, many times meeting clients in the evening and/or on weekends.

Business was pretty good, but not necessarily growing, so Delores decided to hire another person to do marketing and sales. Delores had never had employees reporting to her before and it was a challenge getting everyone to work up to her high expectations. She saw little of her staff because she spent almost all of her time meeting with clients. She would call in several times a day to see what was going on, many times reaching people’s voicemail which infuriated her. Instead of discussing the issue with her staff, she’d leave caustic messages and slam the phone. When that didn’t work, she called a meeting for 7:00 the next Sunday morning, the staff’s only day off, and told them she was instituting a new policy for answering the phone effective immediately — everyone, including her would rotate answering calls for the day. Unfortunately, any attempt to further the discussion or question her decision was met with vicious personal attacks that left everyone feeling demoralized.

Because she didn’t trust her staff to follow through, Delores started spending more time in the office during the day. The staff, sick of walking on eggshells or risking a blow up, began to find excuses to spend more time away from the office. Delores was, more often than not, alone answering the phone and doing other people’s work. Another, larger financial services firm opened an office in her building and Delores lost two of her long-time clients to them. She fired the administrative assistant and the marketing manager, citing it cost too much to keep them on due to declining business. Then, she and the other financial advisor divided up the remaining clients and typically worked 14-hour days. The financial advisor was easily recruited away by the other larger firm and Delores was right back where she started — working solo, but without the solid client base she had in the beginning. Her net profit for year four was in the red and she was seriously considering closing her doors.

The reason for the demise of Delores’ once successful business? DELORES! Her bad behavior under pressure alienated and eventually drove off talented employees and loyal clients.

Why Would Any Organization Put Up with an Attila the Hun?

Good question! In my experience, I’ve found that there are usually three reasons why an organization would tolerate such ongoing disruptive behavior:

1. Attila is the BIG CHEESE

He or she either isn’t aware of, or is aware and doesn’t care that his or her behavior is causing good people to run for the door or customers to take their business elsewhere. As the story goes, nobody wants to risk the consequences of telling the emperor he has no clothes!

2. Attila is RELATED to the Big Cheese

Sometimes businesses inherit or have no choice but to employ family members. If their quirky, alienating behavior creates a situation where no one wants to work with them, the organization makes allowances and creates work-arounds to enable Attila, as well as keep a lid on things. Some companies actually go so far as to create an expensive do-nothing job that keeps Attila out of the office for long stretches in order to minimize routine contact with anyone.

3. Attila is in the CATBIRD SEAT

Someone who is extremely well connected in the industry, holds a critical patent, has the highest sales, or who is the only one a major customer wants to deal with, has leverage and knows it. When Attila is deemed key to the business, the firm can spend a lot of energy and resources on damage control — usually at the expense of other people and priorities. Losing key employees or customers who don’t share the opinion of Attila’s value, and the willingness to risk potential harassment claims and other lawsuits, are considered, at least for now, worth whatever Attila brings to the table. The bad behavior is seen as an unfortunate, but necessary cost of doing business.

Unfortunately, all three “good” reasons are flawed, as well as shortsighted, especially if the objective is to grow the business!

Can Attila be “Tamed”?

It’s possible, but it also depends. Organizations can tolerate bad behavior in talented, contributing key players…to a point. But eventually the time comes when a decision has to be made. If legal, moral or ethical issues arise because of his or her antics, then sacking Attila is the only option. Otherwise, there are times when hiring a coach to work with Attila to master new relationship skills may be a good business decision, provided two essential factors for a successful outcome are present:

1. Attila acknowledges and understands why his or her intimidating or alienating behavior is a problem and is willing to commit to and be held accountable for necessary change.

2. Attila has a boss committed to take on the responsibility of being his or her sponsor and provide critical feedback and support during the coaching process.

What’s In It for the Organization?

Managing around an Attila the Hun-type is not new, and if your organization has one, you’ve got plenty of company! The Business Research Lab has been collecting examples for some time of “bad bosses” with disgraceful behavior. Anyone can log onto their website to vent and share experiences. This isn’t the kind of recognition or association that will catapult successful careers or organizations!

The cumulative, negative affects of continuing to allow the dysfunctional behaviors typical of an Attila the Hun-type can take a serious toll on an organization’s performance — good people miss time or leave, communication stagnates, productivity decreases, leadership credibility plummets, and customer loyalty tanks.

According to more than one study, the return on coaching investment is tremendous — from 6:1 to up to 13:1. Experienced talent is scarce and getting scarcer. If Attila’s contributions are considered irreplaceable, then making an investment in his or her turnaround is both a wise investment and good business strategy.

2006 The Star Makers Group, LLC. All rights reserved.

Marilyn Lustgarten, president of The Star Makers Group, LLC is an organizational strategist, coach and consultant to management in organizations ready to move to the next level. Contact her at http://www.starmakersgroup.com

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Here’s a really simple way to think about the ins and
outs, the doing and practice or attitudes and behaviors of
being a leader.

Many times I get asked certain questions that tell me that
there seems to be some confusion concerning these
critical areas of the leadership mission:

1) When and who can, should or will leaders need to lead?

2) What do leaders actually do?

3) How and in what ways do leaders appear to lead?

This article will show you how to analyze, define and
perform the most important task of a leader’s job - that
is, to enrich human capital.

You will appreciate this one essential truth: leaders need
to invest in and leverage the various factors, variables
and elements of the “human capital equation”.

* * * * * * * * * * * * * * * * * * * * * * * * * * *

Human Capital Asset Enrichment Strategy - Number 1:
Learn the Nature of Your Capital Assets!

* * * * * * * * * * * * * * * * * * * * * * * * * * *

You will want to use your understanding of the four generic
asset categories that form “human capital”.

In a word, your success as a leader depends on your answer
to this simple question: what are human capital assets?

Our capital assets are defined as the ways we bring value
to our world, to our environment and to our evolution.

Because people purposely add value to the circumstances of
their lives, I call each of those value-appreciating areas,
a “capital asset”.

These assets or value-enhancing capabilities are:

Production - the ability to create, evaluate, perform,
deliver, process, supply, execute, apply, produce and many
other “functional” activities.

Knowledge - may be thought of as having an ability to think,
analyze, conceive, extrapolate, interpret or translate and
other mental, reasoning, cogitating or intellectual actions.

Social - the forming of relationships, communities, teams,
partnerships or alliances, the developing and sustaining of
networks, interactions, exchanges or transactions with and
between other people.

Utilization - concepts involving capabilities towards,
growing, improving, enhancing, evolving, developing,
learning, educating and progressing beyond one’s innate or
natural ability - an ability to act towards and achieve the
fulfillment of one’s potential

* * * * * * * * * * * * * * * * * * * * * * * * * * *

Human Capital Asset Enrichment Strategy - Number 2:
Focus the Considerable Impacts of Our Capital Assets!

* * * * * * * * * * * * * * * * * * * * * * * * * * *

If you can maintain the idea of focusing attention on,
sharpening the impact and magnifying the effects of each of
those 4 capital asset areas.

You can be certain that when you do all of these actions,
you will find a venerable treasure trove of positive
outcomes.

So what should you concentrate your efforts on developing?
Here are some possible beneficial pay-offs:

Value - you will increase the impact of this desirable
benefit simply by constantly questioning the meaning of
your group’s work engagements - are we doing this task to
add value or because we have to or are supposed to do it?

Quality - improving the quality of the processes that your
group uses to accomplish its work must be a continual
process unto itself - how much and in what ways do we
leverage the 4 capital asset areas to enhance our
efficiency, our resourcefulness and effectiveness?

Motives - what inspires you is many times just as important
as what your motivation inspires you to achieve - does your
group invest any of their time and energies into exploring
the values, beliefs, meanings, purposes and objectives
propelling their daily efforts?

Capacity - building upon the competencies, performances,
know-how and knowledge, facts and figures and growth
opportunities are critical in these days of disruptive,
brutally dynamic, break-neck pace of change - how do you
develop the capacity or potential for each of the 4 capital
asset areas?

* * * * * * * * * * * * * * * * * * * * * * * * * * *

Human Capital Asset Enrichment Strategy - Number 3:
Fully Engage the Power of Your Capital Attributes!

* * * * * * * * * * * * * * * * * * * * * * * * * * *

You are already very familiar with each of your capital
attributes - they are, your physical, intellectual,
spiritual and developmental natures.

Successful leaders endeavor to fully involve those
attributes of our human natures - they understand that
people are at their best when they totally engage:

- Their 5 physical senses,

- Their creative and cognitive minds,

- Their soul [their will, psychological and emotional
natures] and spirit

- Their ability to learn new things and then innovate and
apply their new knowledge to problems, challenges and
situations.

* * * * * * * * * * * * * * * * * * * * * * * * * * *

Human Capital Asset Enrichment Strategy - Number 4:
Grandly Evolve, Expand and Energize Your Resources!

* * * * * * * * * * * * * * * * * * * * * * * * * * *

The most important thing in every organized effort is the
human resource. There are just three rules concerning the
human resource - it should not be under-utilized, it should
never be under-estimated and it must not be
under-developed.

It’s really a sickness that most leaders inflict on their
groups. 95% of all organizations violate all three of those
rules everyday - want proof?

Just look for any of the following symptoms of the disease
in your organization, base of operations or yourself:

- Unimaginative, uninspired work products or practices

- Frustrated, fearful, worried employees

- Sabotage, theft [minor items like pens, paper, etc.]

- Lapses in ethical behaviors, morality and truthfulness

- Absence of leaders who are or feel empowered to act

Excellent leaders seek ways to maximize, expand-upon and
broaden the scope of involvement of their people’s bodies,
minds, spirits and souls - nurture your people and they’ll
nourish your prosperity.

* * * * * * * * * * * * * * * * * * * * * * * * * * *

Human Capital Asset Enrichment Strategy - Number 5:
Inspire, Influence, Involve, Incite, Instigate, Incentivize,
Include, Incorporate, Increase, Incubate, Inculcate,
Indemnify, Induce Them to Enrich Their Capital Assets!

* * * * * * * * * * * * * * * * * * * * * * * * * * *

Leaders are “In-” it all for the long haul - leaders always
“In-”vest their energies “In-”to the growth and enrichment
of their people.

You should attempt to follow Strategy Number-5 with all the
zeal, enthusiasm and love that you can muster - when you do,
you will discover that literal chest of treasures that
usually lies hidden deep “In-”side your people.

You’ll discover that there are numerous opportunities “In-”
the resources, attributes, potential impacts and assets of
human beings for you to “In-”geniously, “In-”variably
“In-”veigle and demonstrate your care and concern for your
people’s welfare and advancement.

It’s “In-” your best interests to work exclusively and fully
“In-”volve yourself “In-” the critical activities of
coaching, mentoring, counseling, guiding, challenging,
educating, “In-”spiring and empowering your people “In-” all
that they do.

————————————————————

Whether you called a leader or think of yourself as just a
follower you too can enrich the human capital assets of the
people under your care.

If you work with knowledge, perform some service or
supervise people or a process, you can use the lessons
learned in this article to add value, leverage human
resources, inspire others and develop potential.

Now that you know the strategies of human capital
appreciation, you should experiment first with your own work
activities, then try it these principles on your friends,
families and associates at work - make your world a better,
more enjoyable place, enrich your space today.

Author, consultant and successful leader, Jim Rohn, tells us
that, “A good objective of leadership is to help those who
are doing poorly to do well and to help those who are doing
well to do even better.”

You can turn these 5 enrichment strategies into a wonderful,
productive, positive and tangibly glorious reality in your
own life.

You don’t need a business card to say you are a leader, your
boss doesn’t have to appoint you to a position of leadership
and you don’t need a badge to act like a leader.

As the famous advertisement urges us all to, “Just Do It!”

Mustard Seed Investments Inc.
Copyright © 2004, All rights reserved.

************ Article Ends Here ****************

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energize your leadership skills, enrich your creativity and
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STEPS TO ACHIEVING YOUR DREAM

Having a Dream . . . a Passion . . . a Vision . . . is like having a reason for living a reason for being. Our dreams provide a strong sense of purpose and the motivation to great each new day with enthusiasm. The dreams we truly desire for ourselves are how we create life. The time arrives in all lives to create a new potential. We may ignore the signs, but they are there. They can be felt inside when the body constantly tells us we’re not happy, we don’t feel good, we don’t have enough love or spirit flowing through us. The life currently being led, the available levels of joy and abundance, were created from one set of beliefs, thoughts and strategies. We’ve outgrown an old way of being. Another potential reality can be created if we are ready to cultivate new beliefs, thoughts and strategies. To do so requires willingness to take ourselves on an adventure into the unknown.

Can the secrets of achieving dreams be broken down into a series of steps? Well, it isn’t always as simple and neat as a set of defined steps, but there is a general process for success:

DREAM FROM THE HEART.

The imagination is the place from which we begin. From imagination born within the core, we are the catalysts of possibility. The life we wish to live can only be imagined by self, can only be created by self. It is inspired by the passions, desires, feelings and intuitions existing within. The body is the guide leading us into alignment with living a potential higher then the one currently being lived. We dare to believe a better life exists outside the beliefs which form our comfort circle. We dare curiosity, adventure and the risk of finding out if angry lions, tiger and bears really do or do not live outside the boundaries of the comfort circle.

Every human being has the ability to paint a new life. We are the canvas, the paint and the paintbrush of our life. If we don’t like the way we feel in the life already painted, it is time to pick up the paintbrush and paint a new life. We don’t need to know exactly all the details of what a new life would look like. Start somewhere. Begin with a feeling of excitement. Bring decisiveness and willingness to the canvas. The rest begins to unfold.

We can begin painting the doorway to a new and better life. A life in which we feel good. Only self can begin to imagine what feeling good would look like. If it’s unknown, guess. Pretend. Make something up. We get to paint an entire new life and do it poorly. If it turns out not looking and feeling quite as expected, we’re still holding the paintbrush and the paint. We can adjust, modify, paint over something not quite right. Of course, the choice is always available to begin again.

Set aside some time to reconnect with your heart’s dream. What has been placed on the back burner that now can be brought forward? These dreams are the ones we want for ourselves not for our spouse, not our family, not anyone else. Ours alone. When we let other people determine our definition of success, we sabotage our own future.

Dreams and desires bring excitement and life to our body. We learn how to stay focused on what is wanted, how to remain in a place of feeling good. We learn how to connect with spirit, bring spirit into the body, how to fill ourselves with power. We are here to create. To do this, dreams must have excitement and importance. They are not going to be easy to achieve, and an internal leader must be able to refocus on the vision when times get tough or obstacles are encountered.

DECISION.

Decide to achieve this. This may seem basic but many people never decide and commit fully to their dream. They simply keep “thinking” about it. Or the first obstacle appears and they give up. Make a commitment to self that this is what is wanted. Right now is not the time to worry about how to make it happen. This is the moment of developing an internal leader who will carry the vision and come back to it time after time. Honor the commitment to self. No one can let us down more than we can. Make a commitment about what is wanted and choose to honor and stand behind it 100 percent. No matter how challenging, how fearful, or overwhelming it may seem, decide you are going for it! Why? For no other reason than because you want it no should’s, have to’s, or weak choices. Decide and commit.

What do I want to have?

How will I generate daily feelings of excitement around this dream?

What am I prepared to do to maintain excitement even in the face of doubt and discouragement?

BELIEF.

Believe in the outcome of the dream. We may have no idea how to get what is wanted, but it is essential that we believe, ultimately, we will have what is wanted. We don’t need to know exactly what to do. The first steps are acknowledging the dream, being excited by the dream, developing a committed relationship with the dream and believing we are worthy of having it.

Use affirmations, pictures, positive thinking, motivational tapes, prayer, self-love, visualization and whatever it takes, to reaffirm this dream and the belief we can have what we want. Using these techniques daily is required to slowly, but surely, change thinking patterns, create new beliefs and give dreams momentum.

It’s okay to have fear. Fear often means we are headed in the right direction. The fear signals that this is something that is wanted. It’s just that we don’t know how to get what we want, so fears pop up to stop us from risking failure. Acknowledge fear as part of the journey.

VISION.

Great achievers have a habit. They “see” things. They walk around with pictures of what they are wanting to create. They already see themselves as having what they want. Everything starts out with a dream. Visualize success. See the light at the end of the tunnel before even starting. Create an inner dialog of success and allow self to already feel the feelings of achievement.

Imagine the difference between these two scenarios. The first person, Gail, walks around with a clear vision of herself having already achieved her goals. Multiple times each day, she pulls up her dream and spends time with the physical excitement of imagining a successful outcome. Each day she speaks loving words to herself, and leads herself with strength, kindness and compassion. She plays with her dream, offering it a relationship of love. When obstacles occur, she may fall flat, but at some point her internal leader remembers the vision. Her focus and attention are drawn back to feeling good combined with what is wanted.

A second person, Ben, hasn’t yet developed he ability to hold strong to a vision. The first obstacle comes along and knocks him flat on the ground. Ben stays there, accepting his defeat. His dream is buried as decides the failure is proof he can’t have what he wants. His inner dialog is self-critical. He feels frustration, anger, discouragement, disgust and the hopelessness of “What’s the point?” Both Gail and Ben are going to run into obstacles. Both will meet with disappointment, fear, failure and other obstacles. There is no avoiding them. Who is more likely to achieve their dreams, Gail or Ben?

ACTION.

Decide where you are at now, and what seems like the right place to begin. Action means starting at the right place at the right time. Action steps may mean first spending time imagining what is wanted, what a joyful life would look like. Action steps may require writing the dream, defining meaningful positive affirmations, allowing time each day to visualize the dream, adding exciting emotions to the dream, or breaking down an overwhelming change into smaller, manageable steps. It might take weeks or even months of doing these steps before we are ready to move on to the next level of action.

ENJOY THE PROCESS!

Each person has within them individual ideas of what is exciting. An exciting idea does not come from left brain logic. It comes from deep within, from center. It has no logical basis. It is an idea of creation. An exciting idea which brings more life, more energy. Perhaps our ideas lie in the creation of a flower garden, a home redecorating project, a self-initiated business or the physical embodiment of spirit. The size of the desire is irrelevant. Relevance lies within excitement. Does the idea stir up passion, bring more life, bring a twinge of awakening? Our purpose to stay true to inner desires, come back as often as possible to the excitement of carrying those dreams. We allow ourselves to intentionally feel good, right now, even as the dream is but an illusionary reverie.

Remember no one is making you do this. This is your dream for yourself. Other people may support us, and then again, they may not. Remember, it is not their dream and not their obligation to make it happen for us. We have to believe in our dream, summon the excitement for ourselves, stay true to the process of creation. Creating our dream will require much effort, emotionally, spiritually and physically, to get what is waned. Fall in love with the journey itself not just the outcome. Fall in love with yourself for having a dream.

POSITIVE NOTES

I dare to dream of a new life.

I dare to stay true to my dream.

I dare to feed excitement my dream and my body.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Helping people let go of self-destructive thoughts, emotions, and behaviors has been the life work of Dr. Annette Colby. Her fascination with the power of the mind, emotions, spirituality, and physicality has led her to become a leader in the field of personal growth and consciousness. She is a valued counselor, and an inspiring teacher, as well as an independent writer, mentor, and guide. She is a highly sought-after trainer with a unique ability to inform and inspire individuals to open their hearts, love more openly, and pursue their dreams.

Dr. Annette Colby, RD

Nutrition Therapist & Master Energy Therapist

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and see why it’s been called the best e-zine on the net!

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“Opening Creative Portals to Success”

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Charisma is a quality that can enable you to accomplish almost everything you could ever want faster than you can imagine. It is a quality that all highly successful people have developed and use to their advantage in everything they do.

Charisma is an indefinable personal magnetism that can earn you the support and cooperation of people in almost everything you do. When you take the necessary steps to develop charisma, people will find themselves attracted to you and will want to help you achieve your goals.

Charisma is a personal magic of leadership that arouses loyalty and enthusiasm in other people. It is a special quality of magnetism that each person has and that each person uses to a certain degree. You have a special charisma to the people who look up to you, who respect and admire you, the members of your family, friends and coworkers. Whenever and wherever a person feels a positive emotion toward another, he or she imbues that person with charisma, or attractiveness.

People who have developed their charisma are often described as having an aura. This aura is a light that is invisible to most people, but not to everyone. This light radiates out from a person and affects the people around that person in a positive or negative way. The halo around the heads of saints and mystics in many religious paintings was the artist’s attempt to depict the light that many people reported seeing around the heads of these men and women when they were speaking, praying, or in an intense emotional state.

You also have an aura around you that most people cannot see but is there, nevertheless. This aura affects the way people react and respond to you, either positively or negatively. There is a lot that you can do, and a lot of good reasons for you to do it, to control this aura and make it work in your best interests.

If you’re a business owner, developing greater charisma can help you tremendously in working with your staff, your suppliers, your bankers, your customers, and everyone else upon whom you depend on for your success. People seem naturally drawn to those who possess charisma. They want to help and support them. When you have charisma, people will open doors for you and bring you opportunities that otherwise would not have been available to you.

In your personal relationships, the quality of charisma can make your life more joyous and happy. People will naturally want to be around you. Members of your family and friends will be far happier in your company, and you will have a greater influence on them, causing them to feel better about themselves and to do better at the important things in their lives.

There is a close association between personal charisma and success in life. Most of your success and happiness in life will come from your relationships and interactions with others. The more positively others respond to you, the easier it will be for you to get the things you want.

Charisma is based on the Law of Attraction. This law states that you inevitably attract into your life people and circumstances that harmonize with your dominant thoughts. You are a living magnet, and you are constantly radiating thought waves, like a radio radiates sound waves, that are picked up by other people. Your thoughts, intensified by your emotions, as radio waves are intensified by electrical impulses, go out from you and are picked up by anyone who is tuned into a similar wavelength. You then attract into your life people, ideas, opportunities, resources, circumstances, and anything else that is consistent with your dominant frame of mind.

Your charisma is really a measure of the power of your personality. It is determined by a variety of factors, most of which you have control over. The critical thing to remember about charisma is that it is largely based on perception. It is based on what people think about you. It is not so much reality as it is what people perceive you to be. For example, one person can create charisma in another person by speaking in glowing terms about that person to a third party. If you believe that you are about to meet an outstanding and important person, that person will then be charismatic to you.

The foundation for developing charisma is having a strong purpose. Men and women with charisma and personal magnetism almost invariably have a clear vision of who they are, of where they’re going and what they’re trying to achieve. Business leaders have a vision of what they’re trying to create and why they’re doing what they’re doing. They’re focused on accomplishing some great purpose. They’re decisive about every aspect of their lives. They know exactly what they want and what they have to do to get it. They plan their work and work their plan.

You can increase your charisma and the magnetism of your personality by setting clear goals for yourself, making plans to achieve them, and working on your plans with discipline and determination every day. The whole world seems to move aside for the person who knows exactly where he or she is going. In fact, the clearer you are about your purpose and goals, the more likely people will be to attribute other positive qualities to you. They will see you, or perceive you, as being a better and more admirable human being. And when you have clear goals, you begin attracting to yourself the people and opportunities necessary to make those goals a reality.

You must have strong self-confidence to develop charisma. Men and women with charisma have an intense belief in themselves and in what they are doing. They are usually calm, cool, and composed about themselves and their work. Your level of self-confidence is often demonstrated in your courage and your willingness to do whatever is necessary to achieve a purpose that you believe in.

People are naturally attracted to those people who exude a sense of self-confidence, those who have an unshakable belief in their ability to rise about circumstances to attain their goals.
People with strong charisma have developed expertise or competence. The more knowledgeable you are perceived to be in your field, the more charisma you will have among those who respect and admire that knowledge because of the impact it can have on their lives. This is also the power of excellence, of being recognized by others as an outstanding performer in your field. Men and women who do their jobs extremely well and who are recognized for the quality of their work are those who naturally attract the help and support of others. They have charisma.

One of the most admirable qualities of leaders, which lends a person charisma in the perception of others, is the capacity to step forward and take charge. The leader accepts complete responsibility for getting the job done, without making excuses and blaming anyone. When you take complete responsibility for yourself and your actions, you experience a tremendous sense of control and power that enhances your feeling of well-being and that generates the charisma that is so important to you in attracting the help of others.

When you set clear goals and become determined and purposeful, backing up those goals with unshakable confidence, you develop charisma. When you are enthusiastic and excited about what your are doing, when you are totally committed to achieving something worthwhile, you radiate charisma. When you take the time to study and become an expert at what you do, and then prepare thoroughly for any opportunity to use your knowledge, skill, or experience, the perception that others have of you goes up. When you take complete responsibility and accept ownership, without making excuses or blaming others, you experience a sense of control that leads to the personal power that is the foundation of charisma.

By merely looking like a winner in every respect, you will have the kind of external image that others admire, you build your charisma. When you develop your character by setting high standards and then discipline yourself to live consistent with the highest principles you know, you become the kind of person who radiates charisma to others. Finally, when you concentrate your energies on achieving the results that you have been hired to accomplish, the results that others expect of you, you develop the reputation for performance and achievement that inevitably leads to the perception of charisma.

You can develop the kind of charisma that opens doors for you by going to work on yourself, consistently and persistently, and becoming the kind of person everyone can admire and look up to. In the final analysis, that is what charisma is all about.

Copyright© 2005 by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.

Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and achieve total success. He is the founder and CEO of JLM & Associates, a consulting and training organization, specializing in personal and business development. Through his seminars and lectures, Joe Love addresses thousands of men and women each year, including the executives and staffs of many of America’s largest corporations, on the subjects of leadership, self-esteem, goals, achievement, and success psychology.

Reach Joe at: joe@jlmandassociates.com

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