Frenetic Lowering

The charismatic leader trope is largely mocking right now. The 'force of nature' boss as a totem endures kickings of late.

Perhaps the largest 'academic' ripping down came with the From Good To Great "finding'' that the supposedly boring chief exec outshone the tubthumper.

The veracity of this research is said by some to have gone the way of those a generation before garlanded by the classic In Search Of Excellence.

Hubris alone can account for the eventual failure of many a self-styled super-chief.

Alongside all the usual reasons any dominant personality head sees their time cut short.

Yet my previous post reminded me of a researcher gently prompt a rethink.

George Kohlrieser (a former hostage negotiator working latterly also with his son, Andrew) warns leaders that "some people speak with too much coolness".

As on many a spectrum, there's a nice balance to be settled upon. For one of the earliest tech examples, seen that ol' grainy footage of then Microsoft boss Balmer going sweaty crazy nuts at the end of an internal conference gee-up? It wasn't pretty.

Where can you sense that sweet spot somewhere in between?

The Kohlriesers suggest to be properly inspirational, aim for being "energetic but not frenetic".

Develop a presence.

There is some guidance where frenetic is associated with a feeling of frustration, whereas energetic harnesses urgency and readiness to move into an 'innovation zone'.

There's also a recent podcast where the father talks of 'Leading Without Becoming a Hostage to Emotions'.

When falling into a frenetic state, you overwhelm those around you. Whilst as energetic, your audience buy into your purposeful vigour and zest.

This can be a useful sanity check when pitching both our Sales colleagues and prospects alike.