Charisma Isn't Always Enough

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

What makes a charismatic leader? A number of images come to mind: Winston Churchill’s ability to inspire, Henry Ford’s vision, John F. Kennedy’s speaking presence, General Patton’s ability to command, Leonard Bernstein’s passion, and maybe even a touch of Donald Trump’s bravado.

Charismatic leaders are those rare individuals who can chart a course, fill people with a new sense of purpose, light a fire that encourages people to reach further than they have ever reached before, and somehow make the distance between the starting point and the goal seem shorter than it really is.

But while charismatic leaders can be inspirational, not all of them have the ability to develop a cohesive and collaborative sales team.

We were reminded of this shortcoming recently with one of our wholesaler-distributor clients. The firm’s sales division, which had been performing very well, quickly went into a tailspin. For more than three years, this division had been the company’s plum, producing at levels that continually set records. Then, in recognition of the division’s long-term exemplary performance, the charismatic sales manager—who had been at the helm of this division—was promoted to the front office.

Within two months of his promotion, it became clear that the team he left behind was beginning to fall apart at the seams. When this leader—the team’s true driving force—was removed, the quality of the remaining group found its real level. Part of what happened, we found, was that the loyal team left behind felt a sense of resentment and betrayal when its manager—a strong, driven, and dynamic individual—was promoted.

At the same time, the transition for the new sales manager turned out to be too fast and too rocky. While the new sales manager was very capable, he wasn’t quite prepared to take on this sizeable challenge. As he tried to secure his footing and place his own imprimatur on the division, he became somewhat cautious.

To his sales force, this guarded style was interpreted as a lack of enthusiasm and optimism, two qualities with which they had become very familiar. Soon, this negative mind-set started to erode confidence. When the original, more charismatic manager set goals, for example, the tendency was to respond positively. But similar demands put forth by the new manager were viewed as unrealistic and were subsequently resisted.

In addition, we discovered that the quotas set by the former manager were met, to a large degree, through his own sales activity. Over the years, a tacit system had been developed whereby the sales force became prospectors who would bring the manager along on the final visit to close a sale. The sales force, in effect, was just opening doors; the former sales manager was the closer.

In this case, the solution was to bring the charismatic manager back temporarily, to help smooth the transition by coaching his replacement and sending signals to the staff that he was transferring his authority to his successor.

The new sales manager, in turn, was counseled more formally for his new role, particularly in the areas of motivating, goal setting, and delegating, while the team members themselves received targeted training in closing techniques. Also, a composite personality profile of the most successful salespeople (a profile that assessed strengths, limitations, and motivations) was developed to assist the new manager in evaluating applicants. After only a few months, the team was primed to resume its former high level of achievement, and the original, charismatic leader was able to assume his new challenge.

Unfortunately, it isn’t always this simple.

Some Caveats

Charismatic leaders can bring a special quality to an organization. On one hand, they are able to focus on large and competitive issues, fold the individual’s concerns into their vision, convey their ideas in compelling terms, generate enthusiasm, and—defying the laws of physics—actually create some sales energy within their teams.

But there are also a number of risks that an organization takes in counting too heavily on charisma alone.

For one thing, we’ve found that, generally speaking, charismatic leaders have a hard time sustaining their momentum over an extended period. In most cases, they are usually the right person at the right time under the right circumstances.

On the other hand, they are needed and defined by those same circumstances. In another situation, their particular brand of “magic” might not work as well. And they may have trouble with staying power.

In the long run, because they are more self-centered and less group-oriented than most managers, charismatic individuals aren’t likely to concentrate on developing the capabilities of other team members. Part of the reason is that, unlike most topflight managers, the focus of many charismatic leaders can be all on them. So they can keep the emphasis on them, rather than growing, developing, and empowering the members of their team.

When it comes to delegating, for instance, they often pass on the responsibility, but seldom relinquish the authority. They might assign tasks, but then they want their people to report on every minute detail. There tends to be an unspoken agreement that employees should check with them at all times. Taken to its extreme, this pervasive need to control even the most trivial activities, like booking a hotel or a flight, stems from being totally incapable of relinquishing power on any level.

They also seem more interested in moving their own ideas forward, as opposed to developing a collaborative environment. For example, they will generally opt for a series of separate individual meetings with team members, rather than larger, group problem-solving sessions that break off into special task forces.

Still, this is not to say that someone who is charismatic will, as a matter of course, become an inept leader. And, we’re not by any stretch of the imagination arguing in favor of the bureaucratic game player over a charismatic sales manager. But just as every coin has two sides, there are certain concerns to keep in mind about charismatic leaders and their staying power.

To continue to be effective, and to develop a winning team, charismatic leaders often have to fight some of their own natural tendencies. They have to make a concerted effort to

• include people rather than exclude them
• empower them rather than control them
• identify and develop the potential of individuals rather than consistently monitor their whereabouts.

In essence, they have to be interested in developing all the players—including themselves.

As one such charismatic sales manager said, “Sometimes I have to sit myself down and consciously say, ‘Let go, delegate, allow other people to try—even if they fail.’”

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.

What Is the Best Way to Handle Prima Donnas?

By Herbert M. Greenberg, Ph.D., Founder and CEO, Caliper

You know who they are. They are hard to miss. They saunter in, flaunting their latest success. Their attitude can easily shift from amusing to irritating. They think your rules are for someone else, and they let you and everyone else in your company know it. Yet time after time they prove themselves to be your best performers, and business keeps rolling in.

Therein lies the dilemma. These individuals are obviously worth keeping, but at the same time, you are left wondering why you put up with their behavior.

Does their insolent attitude have to be part of the package? What steps can you take to bring out the best in your prima donnas without having to put up with the worst in their personalities? And how can you send a message to the rest of your staff emphasizing what you value?

You need to understand why your prima donnas act the way they do. Do they have a strong need for achievement? Are they more comfortable in situations where they have complete autonomy? Is their lack of patience causing them to be less than polite with other members of your staff? Chances are their strong desire to have things done their way complements an equally strong desire to succeed. If so, they may be more likely to see rules and procedures as something meant for others to follow, and not them.

How to Stay in Control

If you are serious about handling your prima donnas, realize that some feathers may get ruffled. Prima donnas who have been given tacit consent to do as they please may feel threatened when all of a sudden their status or attention is taken away. By following these simple tips, you may be able to stem the tide before things get out of hand:

• Enforce the rules. Remind all employees at regular intervals that they will be held
  accountable for their actions. Be firm about setting limits on behavior and be consistent.
• Reward good behavior. Find ways to publicly recognize those employees whose actions
  reinforce your company's culture. Your prima donnas will notice who is getting the attention and why.
• Plan for success. If, as a result of your actions, your prima donna leaves, be prepared.
  Identify other individuals with the potential to duplicate or exceed that person’s success in their specific roles. Encourage and actively develop these individuals to reach their full potential. Not only will this ensure a steady stream of top performers, but you will also debunk the myth that a prima donna is the only person who can perform successfully.

Here is a recent experience of ours that can serve as an example of how this could work for you.

A client firm found itself taken hostage by its sales department and consulted us about the problem. The four prima donnas constantly acted as if they were part of some exclusive club — far superior to their fellow employees. Their expenditures went unchecked, and they considered themselves untouchable, because they regularly brought in a high volume of business. This situation had gotten out of hand, because management would not interfere, and this sent the message to everyone in the company that this behavior was not only acceptable but rewarded.

On a daily basis these prima donnas expected their colleagues to perform miracles, usually at the last minute. In the process they were overly demanding, unrealistic, curt, and rarely appreciative of the extraordinary lengths the support staff went to accommodate them. It didn’t take long for this expectation to wear thin. First, the tension was felt within the company. From there, it was inevitably passed on to clients, who, as balls were dropped and deadlines missed, took their business elsewhere. Once a steady stream of clients and employees began to leave, senior executives were forced to confront the problem.

The first step we recommended was to administer an employee attitude survey, which gave them new insights into the depth of their problem. Virtually everyone in the company felt the sales department was in control and would remain unchallenged. Next, they assessed the personalities of each salesperson to better understand each individual’s motivations as well as the dynamics of the group. What they learned was that their prima donnas were bright, extremely aggressive, independent, and unaccommodating individuals who were lacking in empathy. It was clear that these individuals wanted to have what they wanted, irrespective of the concerns of those around them. In order to regain control of the situation, the company needed to set a new tone firmly based on individual accountability and enforce it.

The sales department employees were informed that their behavior was no longer acceptable in light of the company’s revised expectations. Those who did not agree would be free to leave. For the first time, these prima donnas would have to change their focus and behavior in order to remain successful within the new company structure. As a result, one of the individuals responsible for generating conflicts decided to leave the company. Those who remained adapted their behaviors accordingly. The business now has significantly improved its bottom line and client retention, and the working environment is less stressful.

Bring Out the Best in Your Prima Donnas

The good news about prima donnas is that they are usually top performers. The challenge they present to management is how to balance their need for recognition with the smooth operation of your business. By placing an equal value on team work, professional behavior, and job performance, your clients will receive better service and your employees will see your commitment to maintaining control over what goes on in your organization.

Although it’s only natural to react negatively to a strong personality usually exhibited by prima donnas, the key is to tap into their natural talents in ways that will ultimately benefit the company. By focusing on ways to measure the impact of their behavior, you can find a middle ground where your prima donnas can continue to be top guns without driving you and your staff over the edge.

About this Blog

This blog is created by NAW and its partner Caliper, an international management consulting firm that offers a wide range of personnel services to wholesale distribution companies.