Leadership - Learning to be Authentic and Sympathetic: The Paradox of Impact


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Many executives confused sovereignty with dominant, authoritarian demeanor. The effect depends much more on the inner development. What is needed for this?

Leadership - Learning to be Authentic and Sympathetic: The Paradox of Impact


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Michael Moesslang michael-moesslangMichael Moesslang is a lecturer at St. Gallen Business School, BAW and Munich University of Applied Sciences, Top 100 Excellence Trainer, Coach and Author.

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Uncertain or sovereign? The power of the right effect

At sovereignty and insecurity applies: People who seem insecure often make anything but an unpleasant impression. Especially with people who seem insecure themselves. In addition, unsafe people assume supposedly little danger.

The situation is different for people who themselves are very dominant: Those who appear very confident, radiates a certain dominance, authority and power, which can also scare others.

Authority force personality

Leaders, however, need exactly this authoritarian effect. The more it is broadcast by the personality, the less it has to insist on the authority it holds through expertise or position (office).

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Authority that comes out of the personality is automatically perceived through non-verbal and verbal signals. Thus, a sovereign behavior is the result of a leadership - the power it takes to lead - a leadership personality that leads through personal authority and sovereign behavior.

The power of body language

Some people wobble from one leg to another as he speaks, another grasps his nose, and another one lifts the tip of the shoe as opposed to his.

Fatal also the turning away of the gaze in the moment, where important things are said or - with presentations - the permanent avoidance of the eye contact by a view to the projection surface on the wall.

Telltale signals

There are also linguistic uncertainties due to hectic or too quiet speech, unconscious filler words, possible formulations (“I would say, maybe you could…”) or negative statements about yourself.

These many small signals in behavior and language play an immense role in the effect. But who can do it when it comes to thinking about it? Because most of the time is happening completely unconsciously.

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Practice, practice, practice!

So no change will work! On the one hand, all these habits are based on personality. Sustainable change thus begins with the beliefs, inner convictions and patterns. Blockages must give way to self-assurance.

On the other hand, it has mainly to do with exercise. Habits can be replaced by better habits with exercise, new patterns must arise. That this does not work in the live situation is obvious. So it takes practice before the mirror, with the video camera and in the seminar.

Development to authenticity

The good news is that by changing and adapting new patterns of behavior and the resulting positive feedback of the environment also the self-confidence and thus the personality grows. It's worth it twice.

And the authenticity? Because altered behaviors, you might fear, might affect others artificially, surprisingly, and strangely. This unauthentic effect may actually arise when we make body language aware.

Consistently change his behavior

Think of a routine task such as brushing your teeth, which they do largely unconsciously and automatically. Change now details, for example, clean with the other hand than before, this is only bumpy. In addition, you want to fall back in her familiar pattern.

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If you consistently execute the new style, however, this will soon be your new pattern and they will soon forget the old one. Then the new pattern suddenly appears to be experienced and authentic. Changing behavior is rarely possible without losing authenticity in the meantime. But in the end there is a new authenticity.

The way to the top: without change is not possible!

Behavior then acts authentically when it looks natural. New behavior is authentic if it is executed often enough. However, anyone who tries to stay as always, in order not to lose the authenticity, will change.

On the way up it will not go without changes. New tasks have to be accomplished as confidently as the old ones. Authenticity through standstill would be fatal ..

Why jewels shine and pebbles are gray

The goal of a leader who should be accepted with respect and who receives recognition and authority through her personality is: sovereignty in every situation, which looks professional and authentic. That's why I developed the term “professional authenticity”.

This means: An appearance that aims at the right image and at the same time means a completely authentic effect.

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Development process: From the inconspicuous pebble to the jewel

This is also illustrated by a simple comparison: Jewels shine and pebbles are gray. In other words, an authentically crafted jewel attracts attention and attracts people. A pebble, however, remains gray and unimpressive.

Becoming a jewel is the result of a conscious development process. As a coach, I have accompanied many people. It is a process that creates a confident, charismatic and convincing person who achieves his goals with ease and deliberately and purposefully creates his own image. A leader.


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Book on the topic with discount: This text is also available in book form and you can buy the title here in two languages. You can also preview the book first look at and then purchase directly on the book page with a 20 percent member discount.



German edition: ISBN 9783965960381

7,99 Buy directly

English version: ISBN 9783965960398 (Translation notice)

7,99 Buy directly


Book on the topic with discount: This text is also available in book form and you can buy the title here in two languages. You can also preview the book first look at and then purchase directly on the book page with a 20 percent member discount.



German edition: ISBN 9783965960381

7,99 Buy directly

English version: ISBN 9783965960398 (Translation notice)

7,99 Buy directly


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  1. REGIS GMBH

    Leadership - Learning to be Authentic & Sympathetic - 2 / 2: The Paradox of the Effect of
    Michael ... via @berufebilder
    - Highly recommended ffiQXZhLj1

  2. Thomas Eggert

    Leadership - Learning to be Authentic & Sympathetic - 2 / 2: The Paradox of the Effect of
    Michael ... via @berufebilder
    - Highly recommended mmEVn03viE

  3. Job college

    Leadership - Learning to be Authentic & Sympathetic - 2 / 2: The paradox of the impact of Michael Moesslang ... - Highly recommended X1e5WNpSMF

  4. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  5. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  6. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  7. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  8. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  9. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  10. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  11. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  12. Michael Moesslang

    1. to 3. Part of my 3 part series to authenticity on berufebilder.de

  13. Liane Wolffgang

    Authenticity - the Eternal Misunderstanding - Part 3: The Paradox of Effect: In the last post, it was about souve ...

  14. Simone Janson

    #Blogpost Authenticity - the eternal misunderstanding - part 3: The paradox of the effect

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