How - Dov Seidman [151]
Charismatic authority, in contrast, compounds itself. What if, instead, that four o’clock e-mail says, “If you can get this done by four o’clock, it will help our team win in these three ways.” The e-mail enlists you by sharing how the task fits the larger vision; what originally seemed an arbitrary deadline now becomes an integral part of a vision to succeed. Vision and enlistment breed charismatic authority. Charismatic authority derives not from power but from principled action toward others, from referencing beliefs and principles and reaching out to others with them, and from a desire to get your HOWs right and make Waves. It is earned every day, in every HOW. You build charismatic authority with every action toward others, so rather than deplete their bank account of authority, you build it. Sometimes it takes a little extra time, but the time is an investment that is paid back with interest, a short-term cost for long-term gain. Thus authority itself becomes a Wave, self-sustaining, going around and around until no one can remember where it started but everyone is glad they were a part of it.11
Say what you will about Krazy George Henderson, but there is no denying that he is a paragon of charismatic leadership. No one participates in his Waves because he is hired by the stadium to start them, nor do they follow because he bangs his drum loudly. They follow because he reaches out to them, shares his vision, enlists them in the big picture, and perseveres in spite of those who think he’s a crackpot or who would rather eat their hot dogs in peace. And he gets things done; people stand and cheer.
Inspire
We know that rational people, for the most part, avoid pain and seek pleasure. Rational people, the common thinking says, will be motivated by more pleasure and less pain, more money and less censure. When you are in a position of authority, then, and you want to get things done, you give people more carrots and fewer sticks, right? Informed acquiescence cultures are built on this simple thought. Motivational thinking, in the form of carrots and sticks, dominates these organizations. While we can’t deny the reality that no one works solely because they enjoy it or it fulfills them (or we would call it “play” rather than “work”), motivation as a leadership principle is not self-sustaining. The person who hands out $20 bills in order to make a Wave eventually either runs out of money or the cooperation of recipients who decide that $20 isn’t really enough. Motivation requires an object of motivation, a carrot or a stick, some external means by which to propel or compel action. Motivation has its place, but we know that in a world of HOW motivation is not enough. A leader seeks a self-sustaining method of generating action. To make Waves, you must seek to inspire.
Inspiration comes from a dedication to beliefs and values, the pursuit of big ideas and significant contributions to others, and a commitment to communicating this dedication and pursuit to others. Isn’t it different to be inspired than to be motivated? Everyone knows what it is like to be inspired. You can be inspired by a movie, by a book, or by an experience that happened to you, inspired by what you want to accomplish, or inspired by the actions and efforts of others. Values are inspirational, as is the pursuit of goals greater than yourself. Inspiration calls forth your best efforts and your most creative thinking. If you are inspired to land on the moon, or inspired to start or participate in a Wave, you don’t care about carrots and sticks; you have a higher calling. Just as trust elicits trust, inspiration elicits belief. Informed