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Emotion: The Channel for Inspiration Created by

Joseph Folkman

Content

The following article are partial excerpts and additional comments from the authors of the book, Inspiring Leaders: Unlocking the Secrets of How Extraordinary Leaders Motivate by John H. Zenger, Joseph Folkman (authors of the bestselling The Extraordinary Leaders) and Scott Edinger. For more information on this subject material and the book, please visit www.ZengerFolkman.com 
 
 
Anyone who has worked in an organization for even a few years has witnessed a similar event. A group whose performance was flat and lackluster gets a new leader. Suddenly there’s excitement in the air. People are smiling. Productivity soars. What exactly makes this happen? Can more leaders learn to do this? 
 
Books on leadership have invariably made the assumption that somehow leaders were able to influence the performance of their subordinates. However, depending on which book you read, the underlying reasons for that influence have been extremely varied. 
 
For example, each book would attribute the result to a different factor, such as: 
 
• Brilliant strategic thinking 
• Superb execution 
• The leader’s passion and strong drive for results 
• Technical brilliance and innovation 
• Strong interpersonal skills 
• Nobility of character 
• Being a good problem solver 
 
The list goes on and on, given the thousands of books on the subject. 
 
Yet, always in the background has been the recognition that parts of the results that that leaders produced may be coming from some poorly designed and described “secret sauce.” In the past this has frequently been identified as “charisma.” Somehow this ingredient was always recognized as being in the equation, but by its very nature, it seemed impossible to describe. 
 
The question, “What makes an outstanding leader?” has been asked many times. Our approach to attempting to find a valuable answer to this question came from having an extensive database that consisted of more than 200,000 multirater or 360-degree feedback instruments from over 20,000 managers. 
 
As time went on, we were frequently asked to identify which leadership competency was the “silver bullet” that made the greatest difference. It became increasingly clear that one of them, “inspires and motivates to high performance,” was the single most important quality or competency for the leader to possess. 
 
But what exactly is that? How does it work? Can anyone be inspirational? 
 
When someone is asked to define leadership it is not unusual for them to use the word “charisma”. This is especially true for those who hold the belief that leader are born with some special gift not of their own making. Indeed, the Greek origin of the word “charisma” means just that---a gift. 
 
A careful analysis of those leaders who receive extremely high scores on “inspiring and motivating others to high performance” shows clearly that they are able to make an emotional connection with those they lead. Something they say and do connects at a deep level with their subordinates and colleagues. And when people are asked to describe exactly what they do, the answers become extraordinarily diverse. 
 
At first blush many would describe inspiring leaders as compelling public speakers. This would include their ability to use colorful language, to tell gripping stories and to make a visceral connection with their subordinates. But is that the only way leaders make such connections? 
 
Our research suggests quite the opposite. There are several distinctive approaches to making that emotional connection. How well each approach works obviously depends on the skill and genuineness of the leader; and it also depends on the nature of the subordinates. Some subordinates might respond well to the traditional locker room speech, while others would roll their eyes and think it way beneath their dignity. 
 
So what are the ways that leaders can connect? One conclusion we can make is that the more techniques leaders use, the more effective they are. The six styles of emotional engagement are: 
 
1. Enthusiast—expresses high energy, is outwardly passionate 
2. Visionary—paints an enticing picture of the future and is clear about the path to get there 
3. Principled—conveys strong personal values and encourages others to articulate their core beliefs and values 
4. Involver—engages people, draws them in, conveys high respect 
5. Expert—displays in-depth knowledge of the technology, stays abreast of what’s evolving in the technical arena 
6. Driver—relentlessly pushes to achieve goals, meets milestones on the way 
 
The great news is the clear message that inspirational leaders present themselves in widely differing ways. Some are soft spoken. Others are highly extroverted. Some connect with subordinates because they are viewed as possessing great nobility, while others make that connection from the sheer force of their passion to “take the hill.” Regardless of personal style a person can be inspirational for a good portion of colleagues. 
 
A second extremely positive conclusion is that the ability to inspire can be acquired, learned and developed. It is not a mysterious gift granted to a select few. 
 
Our study of this “inspires and motivates” led us to the conclusion that the switch that turns this competency on is emotion; it is the emotional connection that the leader is able to create. 
 
 
12 Ways to Use Emotion to Trigger Inspiration 
 
1. Emotions and inspiration are two sides of the same coin 
The entire topic of a leader’s ability to inspire subordinates comes down to the leader’s willingness and ability to both be aware of and to comfortably use emotion. One broad and extremely important kind of emotion is “enthusiasm.” We think of enthusiasm as describing a feeling of excitement, anticipation, and elation about some prospect for the future. 
 
In short, if you want to be more inspirational, understand that you have to become more comfortable in the world of emotions, feelings, and moods. 
 
2. Emotions are highly contagious 
Think of the most contagious disease you know about. E-coli? The common cold? Flu? Medical researchers observe that one sneeze in a room carries nearly a yard, and sends millions of germs into the air, traveling at more than 60 miles an hour. 
 
In a similar way strong emotions within one person get transmitted to others, except distance is no barrier. We’ve all been in a meeting where a gloomy, bad-tempered sourpuss manages to cast a pall over the entire session. Without fail one critical, nit-picking individual can single-handedly change the climate of the meeting. 
 
On the other hand, another person with an up-beat attitude and an infectious laugh also wields huge influence. The research is clear that when leaders exert themselves, the effect is amplified, largely because of their role. When leaders express strong emotions this usually arouses similar feelings within those they lead. The leader’s emotions are “super contagious.” 
 
3. Tune into your own emotions 
We all have good and bad days. Nearly all people with a few years of working inside organizations can recall the conversation of someone coming to the bosses’ assistant to ask, “What kind of mood is the boss in today?” The mood swings of many bosses are extremely wide and carefully monitored. 
 
We hope you personally have lots more good days than bad ones, but it isn’t unusual to become aware that you are a bit irritated about something or someone. The message to the would-be inspirational leader is quite obvious; if you’re having a bad day, limit your interactions with those about you. As much as you can, guard against expressing negative feelings in your interactions with others. If possible, wait until you are in a better mood before setting up any optional meetings, conferences or phone calls. 
 
If you are by nature on the pessimistic side of the ledger, we encourage you to investigate the remarkable work being done on “optimism” by Martin Selegman. His book, Learned Optimism, is an extremely useful treatise that presents compelling evidence of why you should work to become more optimistic. 
 
4. Be attuned to the emotions of those about you 
We’re all admonished to be better listeners. Good listening can be thought of as moving up a short flight of stairs, with each step reaching a higher level of listening skill. Inspirational leaders who want to use their emotions to influence others will ideally begin by finding out what others are feeling. This enables them to select the most helpful messages given the circumstances. One secret to being inspirational is to be effective both on the sending as well as the receiving side of emotions. 
 
5. Become more extraverted 
Easier said than done, right. It is tempting to adhere to the party line of most behavioral scientists who say that there is no right way to behave. This viewpoint contends that we’re all unique and we should all simply respect the differences we possess. But the fact of the matter is that if a person wants to be more inspirational in more circumstances, they need to act in a more extraverted way more of the time. 
 
The evidence is very clear. The extravert has more influence and provides more inspiration than the introvert. This means that you need to be the one who says “hello” to the person in the hall, and not wait for them to speak to you. You need to extend your hand, and not wait for the other person. You get up and move out of the safe haven that is your office and meet other people in their office. Extraverts speak loudly and confidently enough for others to easily hear them. 
 
One final comment is extremely important, however. Can introverts be inspirational? Yes! They can express interest and concern for others. They can praise. They can provide helpful feedback. There are myriad ways for an introvert to be inspirational. They will simply miss out on the additional acts of inspiration that the extrovert achieves. 
 
6. Display emotions with greater amplitude and frequency 
We all know people with a “poker” face. You have no idea what they are feeling or thinking. Then we know people who seem completely transparent. You know when they are troubled, just as you can tell when they are happy or excited. It should come as no surprise that the most inspiring leaders are those on the transparent side. They are expressive. And the research is especially clear about the power of expressing positive emotions through your facial expressions and body language. 
 
7. Physically act the part 
The following may seem like a list of mundane actions, and many of them are obvious to most people. But to be on the safe side, here they are: 
1. Look people in the eye when you speak with them. 
2. Stand up straight. Good posture conveys pride, discipline and confidence. 
3. Practice a firm but not bone-crushing handshake. 
4. Relax. When interacting with others, do your best to be at ease so that you can focus on others. 
5. Dress well, fit in with the group but don’t be under dressed. 
6. Smile. A smile is an emotion made visible. 
7. Put a twinkle in your eye. 
 
8. Improve one-on-one interactions 
Much of a leader’s day is spent interacting with colleagues. This provides an opportunity for the leader to begin and end a conversation with a positive, uplifting comment. Often that can be one of appreciation for what your colleague is doing for the organization. When such conversations provide appreciation that is specific and detailed about what this person has done, when it is made personal (I want you to know how much I appreciate what you are doing for the organization….), this message moves from being perfunctory to being very inspirational to the recipient. 
 
9. Practice working a room 
This phrase, “work the room”, has taken on highly negative connotations for many of us. It speaks of being contrived and manipulative, maybe even a bit phony. To many it feels superficial. 
 
Let’s look at the other side for a moment. We’re all caught in large gatherings on occasion. Some people are extremely uncomfortable in this situation, so they latch on to one person and spend the entire time talking with that individual. Does that describe you? 
 
Would it not have been better if you had moved about, connecting with many in attendance? Could you have met new people, learned names, made newcomers to the organization feel more at home, and had a positive influence on a dozen or more, rather than only one? Moving about in a large gathering is not just for politicians and schmoozers. It is for leaders who want to be inspirational. 
 
10. Set the tone for team meetings 
Every team meeting is a perfect opportunity for the leader to be inspirational. Leaders make the team feel like it is something out of the ordinary and set apart from all the others. 
 
If the leader uses the meeting to highlight positive accomplishments, to openly surface challenges the group is facing and to engage in collaborative problem solving; the meeting has now become extremely productive and valuable. If the leader keeps the tone highly constructive and the conversation honest, then the meeting will be inspirational to all who attend. 
 
11. Improve public speaking skills 
An experiment was conducted in which a businessperson presented a long-range vision to an assembled group. Then the same vision was presented by a professional actor to a different, but similar group. The second presentation was much more warmly received. But why? The content was exactly the same. What is it that professional actors do that a non-actor does not do? 
 
Our observation would be that actors vary the pace. They aren’t afraid to insert long pauses. They treat words as if they were jewels on a velvet pad with a bright light shining on them. Important phrases are given greater emphasis with loudness or softness of voice and varying pitch. When possible, they tell stories. Actors know that the audience will remember the story because it is the perfect vehicle to convey emotion. 
 
When you speak, lean forward. Look at all parts of the room. Spend a few seconds looking intently at one person and then move to someone in a different place. Use gestures that have the palms of your hands moving forward or upward. 
 
12. Help the people who work with you to be happy 
As one prominent researcher noted, “Perhaps the most important resource-building human trait is productivity at work (better known as “getting it out the door”). He goes on to note that “happier people are markedly more satisfied with their jobs than less happy people” and “happiness causes more productivity.” 
 
What causes employee happiness? A big factor is the leader. A variety of researchers have conclusively shown that charismatic or inspiring leaders use their strong emotions to arouse exactly those same positive emotions in their followers. This has been dubbed a process of “emotional contagion” and the more formal the role of the leader, the more powerfully leaders pass on positive emotions to others. One researcher studied a group of sales managers. In this carefully controlled field study it was obvious that when the leader was in a positive mood that this mood was passed on to the group. This elevation of mood and emotion in turn became a strong predictor of the group’s performance. 
 
 
Conclusion: 
 
Inspiration and emotion are inextricably linked together. The inspiring leader learns how to use this other realm of life, despite the fact that we seldom have any formal education or training that would help us be good at it. The fact is that the proper use of emotion is a key factor in the success of every inspiring leader. 
 
While most leaders have had little in the way of formal assistance in how to navigate in these waters, some facts about it are becoming quite clear. We’ve presented those in this article. As we learn more the mystery of inspiration diminishes. We’re getting a reasonably clear handle on what leaders’ do that inspires their followers. 
 
Many of us attend to extreme emotions. We are quick to respond when people become extremely angry, sad or joyful. What we’re less effective at doing is being attentive to the more subtle, nuanced emotions that exist below our radar screen. These tip us off to impending issues. For many of us, we need to become more attuned to our own moods and emotions. 
 
Most of all, we need to get comfortable doing the things that inspiring leaders know and do so well. In general these behaviors are not that difficult. They push some outside of their comfort zone, but performing them becomes its own reward. We’re almost always immediately repaid with positive reinforcement when we practice the behaviors of the inspiring leader. 
 
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[1] Conger, J.A. and R.N. Kunango, Charismatic Leadership in Organizations, <st1:place w:st="on"><st1:city w:st="on">Thousand Oaks</st1:city>, <st1:state w:st="on">CA</st1:state></st1:place>, Sage Publications, 1998.
 [2] Brief and Weiss, 
 

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[3] Martin Seligman, Authentic Happiness, Free Press, NY, 2002, p. 40
[4] Conger and Kanungo, 1998; and Remus Illies, Timothy Judge and David Wagner, Making Sense of Motivational leadership; the trail from transformational leaders to motivated followers, Journal of Leadership and Organizational Studies, Sept. 06
 [5] George, 1995 (get complete citation) 
 
 
 
 
 
About the Authors 
 
John H. Zenger, D.B.A., is the CEO of Zenger Folkman, a firm that brings empirical research, innovative development methods, and software tools to leadership development. He is a member of the HRD Hall of Fame, and has authored or coauthored eight books and 50 articles on leadership, productivity, and teams. 
 
Joseph Folkman, Ph.D., is president of Zenger Folkman. He is an authoritative voice on the employee surveys that lead to organizational change and 360-degree feedback assessment for individual development. He is the author of three books: Turning Feedback into Change, Making Feedback Work, and Employee Surveys That Make a Difference. 
 
Scott K. Edinger is Executive Vice President at Zenger Folkman where he consults with Fortune 500 companies to initiate and implement large-scale performance improvement and leadership initiatives. Each year he works with hundreds of leaders to develop leadership talent and address the challenges of organizational change. Scott is recognized as an expert in helping organizations achieve measurable business results.

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