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So by now,
hopefully I have your attention,

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that with these very subtle nonverbals you
can actually have profound impact on your

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ability to communicate
your vision to your team.

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What if I take that to
an entirely other level and

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tell you that you can actually
learn to be charismatic?

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Most of the audiences that I
work with around the world,

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whether they be in business government or
otherwise.

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Many people assume that charisma is either
something you are born with or not.

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Something I like to call you can either
think or blame your parents for,

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that hardwired genetic code.

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And what we're actually finding
is that's not the case at all.

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What we're finding is that
with some very subtle but

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impactful feedback mechanisms and

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training mechanisms you can actually learn
to be charismatic, and ultimately be

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able to communicate more effectively
these visions that we're talking about.

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One study I'll share
with you in particular.

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I had the opportunity to
be one of the editors

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on an article that John Antonakis wrote.

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He and his colleagues wrote in
the Academy of Management Learning and

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Education journal back in 2011,

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where it was the first time we'd
ever published a scientific study

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looking at could we actually develop,
train, and learn this notion of charisma.

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And what they did is they took
a group of executives, and

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they created a baseline charisma score.

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Because some of us are naturally
more charismatic than others, or

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some of us have more practice, and so
they took a baseline score of charisma.

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They controlled for your age, whether
you're male or female, speech length.

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So they had them deliver
speeches on camera and

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the speeches were of different lengths.

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So they wanted to control for that.

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They also controlled for
your language, whether or

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not English was your native language or
not.

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And they took those baselines and
then they created a training intervention.

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And the training intervention
consisted of three major components.

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The first was a lecture on techniques for
how to be more charismatic,

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many of which I've included in
the course that we're talking about now.

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They also had you watch films or clips,

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videos of people who were displaying
many of these techniques,

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much like the Dead Poet Society clip or
the Charlie Chaplin,

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Great Dictator clip that I had
you watch as part of this course.

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Then they also had you
do one coaching session,

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where you had an opportunity to work
with a coach on a feedback report

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where you were receiving and
responding to feedback

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on the speeches that you had delivered
as part of this training intervention.

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So very simple intervention.

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Again, simple lecture, watching some video
clips of people in action, getting some

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coaching and some feedback on how you've
done when you've delivered these speeches.

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Then they followed up, with these people
over the course of about three months.

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And three months after that
training intervention,

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they measured their charisma again.

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And, what I would like to share
with you is the results of that.

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Most notably,

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what they've found is that with this
very simple training intervention.

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Three months gone by after
that training intervention,

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you saw a 13% increase
in perceived charisma.

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Meaning, how charismatic people,

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other people saw the participants who
had participated in the training.

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Interestingly, you also
saw a 14% increase in

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the extent to which other people perceive
those individuals as being competent.

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Now interestingly,
we find that charisma and competence.

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The perceptions of those two factors
are two very important factors for

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determining whether people see
you as leader-like or not.

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And so when you think about your team,
your organization,

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whether they see you as a leader.

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The extent to which you engage
in many of the techniques,

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the communication techniques,
what you say and how you say it,

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that we've talked about in this course,
will ultimately determine how

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charismatic other people see you as being,
as well as how competent they see you.

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And ultimately whether they see
you as someone who is fit to lead

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them into the future.

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Critically important.

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As you go forward.

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One last study I'll share with you,
one of my favorite studies

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on this notion of visionary leadership and
the idea of charisma,

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is Bob House and
his colleagues in the early 1990s.

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So now, many years ago,
published a study on presidents for

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the United States dating back to George
Washington all the way up to Carter.

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They analyzed speeches, editorials
written by and about the presidents.

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They analyzed biographies.

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All with an idea of getting
an assessment of the charisma

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of each of these presidents
in the United States.

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Some of these presidents,
Tyler, Pierce, Buchanan, and

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others, were deemed as non-charismatic.

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These were individuals that had
not learned how to be charisma.

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There were presidents like James Polk and
Truman who were considered more neutral,

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sort of in between non-charismatic and
charismatic.

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And then there were presidents,
Jefferson, Jackson, Abraham Lincoln,

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JFK, Kennedy, who were determined
based on the speeches, editorials,

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biographies and such,
to be extremely charismatic.

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The techniques, the verbals,

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the non-verbals, everything that we've
talked about as part of this course.

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And what's interesting is they study
the extent of which these presidents were

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reelected and
the data's actually pretty striking.

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17% of the presidents who were deemed
non-charismatic, only 17% were reelected.

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66% of the neutral and
100% of the presidents who

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were determined to be charismatic,
either reelected or

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unfortunately assassinated,
which maybe assassination is a metric for

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whether you have a vision
that is one of change.

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That may be some people like and
others don't like.

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But the importance here is really around
the likelihood of getting reelected

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as a US President is clearly predicted
by how charismatic you ultimately are.

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Maybe you'll be a president one day,
maybe you won't.

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Ultimately, at the end of the day, the
degree at which you are charismatic will

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shape whether you can clearly communicate
an effective vision that compels people,

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inspires people and motivates people
to want to be part of your team.