The Charisma Code

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6 Ways to Become a Leader Everyone Wants to Work For

Becoming a leader is more than about self-affirmation, it is about people. It is about guiding your team and your community to be the best versions of themselves as they can be. It’s about being the Michael Jordan, or better yet the Oprah Winfrey or Elon Musk, of your company, team or organization.

Being a leader is more than about making yourself look good, but making sure everyone else does. Becoming a leader means you are the one to take upon more responsibility than just yourself, but for a whole team.

Seem like a lot? Yes? But the pay-off is well worth it.

It requires extra work, persistence, vision and drive to see your team soar high beyond your expectations. Everyone wants to be a good leader or to work for a great leader (and possibly some day lead on their own). I find that working in teams, I naturally gravitate to the leadership position, as my teammates can feel the power, compassion, and drive that oozes from my soul in everything that I do.

They feel this and want to follow—but with these great gifts, comes great responsibility. Not only do I have to make sure my work is exceptional, but it is also my responsibility to see my teammates produce unique work as well and to grow and develop their skills. All of this is in my foresight for my team goals—to see each and every person excel and to have the team shine as a whole.

Here are a few essential traits that I inspire and aspire to portray as a leader everyone wants to work with:

1. Service Mentality

Don’t get this confused for weakness, my friends. This is the most powerful tool any leader can use. Why? When you’re less worried about your ego self, the flow of life becomes simpler. How? Because it’s less about you, and more about others. So, what is this so-called service mentality? It is a mindset that is customer centric (meaning having customers best interest in mind). When you finally realize that business is a ‘service’ based industry and that you cannot make money by just serving only yourself, you will be prosperous. A customer, passion and service centric mentality is essential to the flourishing of any leaders business and their followers. 

2. Courage and Integrity

What is Integrity? It is the courage and guts to confront any issue or animosity directly. You call people out constructively for their own well-being (devoid of condemnation). You stand up for what’s right and adhere to all of the rules no matter what. You admit when you are wrong and solicit feedback. You relinquish your ego-self and replenish with your leader-self. You face fear head on, running into your biggest insecurities, faults, and defects. This is the only way to heal, self-reflect, and lead others.

3. Openness

Clarity and unambiguousness are what your team is looking for. They want a leader that is transparent and shares what she or he truly desires and feels. They want you to be honest and open with them. Traditional leadership has sometimes been seen as controversial because leaders would “lie” to their employees for ‘their own good’. A white lie only covers up what will later be revealed, thus spawning inherent distrust among traditional leaders (i.e. financial, political, religious and governmental institutions). This has led to a new construction in the realms of our current systems and institutions. Trust and openness are the new business and leadership model. Not convincing? This is what Stanford Business says about How Smart Leaders Build Trust.

4. Passion

For whatever you do, this is the most crucial element for any leader. There must be passion evident and overflowing from your being that is infectious to all—your team, family, friends, etc. This is one of the most important qualities that will then stem into all of the other qualities. This is the most important aspect to keep alive (keep feeding the fire consistently). Passion comes from within your core, it is not something topical. Here’s how you can dig deeper to find it.

5. Consistency

Your team, employees, and group need consistency from they way you speak, act, deliver ideas and projects–and most importantly, emotionally. They need consistency to keep them in cadence, because it ‘s hard to follow a boss that is all over the place. You must be the living epitome of the microcosm that you are trying to represent, this being consistency. Be what you ask for in your team members or employees. Be the very thing you need and want times ten. Consistency allows for measurement, accountability, reputation, relevance and validity in your message.

6. Wisdom

Every good leader needs the wisdom to help guide their people. Preceding wisdom comes experience. With knowledge comes the collision of self-reflection. This makes it possible for one to guide themselves, as well as a team. One can have the highest IQ, EQ, and credentials, but without experience—you are missing something very significant. This is like holding a textbook with all the answers to life, but never opening the book. Without wisdom, intelligence, EQ, and experience combined, you are missing a vital part of leading. But with a combination of all of the above-mentioned ingredients, you are on your way to designing an invincibility serum in leadership. This is what Harvard Business School thinks about Wise Leaders.

In essence, being a leader that everyone wants to work for is more dynamic than simply mastering one field. To become unstoppable, you must develop, craft and execute each skill mentioned to be the best leader you could have ever imagined yourself to be. This is not a one-time deal but takes consistency. Use these golden nuggets of truth to begin the journey to becoming the best version of yourself daily.

This article is inspired from Jess Schmitt. Image sourced from

True Happiness

This will challenge typical motivation approaches.

I have recently read the book “The subtle art of not giving a F*ck- A counterintuitive approach to living a good life”, by Mark Menson. In his book, Menson describes among other things the pursuit of real happiness, which was very interesting to me. However, I have made also different experiences and hence, I don’t agree on all of his arguments.

I do agree with the basic premise that being happy comes from solving Problems. In this case, I would like to refer to this as creating solution approaches to certain Challenges. The author, who has, by the way, a refreshing style of writing, illustrates his statement by claiming that people are willing to strive for more and more, once one accomplished a certain goal. This might be the case in the theory of humanity since everyone wants to be important, but I believe it is more than only wanting more. In my opinion, our brain was evolved the way it was evolved, because of the fact that human beings want to have sufficient challenges in life to solve, to serve our brain’s basic function: To kind of “survive” in nature and being competitive.

By referring this to my own life, I see parallels. In my university, I frequently had to address different challenges and finding solutions to each. Mostly worked in a team of 5-7 people, we had accomplished these tasks due to a certain deadline. Means that there would be no excuse when not coming up with a great vision and with a belonging certain operative pathway. During these project, our whole group was so focussed that the only thing we were concerned about was to finish our task successfully with the given time. Subsequently, other things like going out for a drink or spending some time with the things we had loved to do quite suffered. This lack of free time was not bad, though. Quite the opposite, by having such a tough time schedule, you have no time to think about failing or other, not to the task related, negative things. You ‘re just being focussed. Focused on finishing the task in the best way the team is capable of.

Once these different team works were over, you really treasure and enjoy your free time more than ever before. This phenomenon, however, doesn’t last for long. By talking about my own experience, one week of having free time is enough. After reaching that point of time, I start getting bored and when there is more free time available I see myself getting stressed about having too much time to relax. I know this sounds in theory weird, but in reality, it is the case. I want to have challenges. Something that inspires me. Something that is difficult to address. Something that let us grow as a team as well as an individual. Dealing frequently with those tasks serves my inner urge to become passionate about the “Problems” to solve and to challenge my status quo of knowledge, attitude and personal view towards different things.

And I’m certain that this was the message Manson wanted to communicate when he stated that true happiness comes from solving problems.

How to win people to Your way of thinking

It has often been discussed how to use different methods to influence people towards one’s personal point of view. However, every Individual is different and hence, I strongly believe there is no “one way” solution. In the following Blog Post, I am suggesting a solution approach, based on my personal experience.

Ever since I joined University back in 2012, I was wondering how I could communicate my ideas stronger by being more convincing and inspiring. I have started following up by reading some books and studies related to that question, and I have put the theoretical terms I had learned from it into practice.

To shorten it, the bottom line is that some approaches have worked for me and others did not. There is a width discussion when it comes to what is working, what is not and therefore, you will definitely have to apply different ways to your current project, examining what is individually working for you.

In one of my very first group works in University I did almost everything the wrong one could do: I’d been in discussion with other fellow students, concerning the way of solving a current problem for an imagined company. We were supposed to develop a business plan over the course of three months. Within the group, two different attitudes had been formed: Two guys wanted to solve the problem by investing more money in the area of marketing. The other three guys were focused on saving money, to minimize risks, referring to financial fields. Guess what, we hadn’t found a compromise within the first few weeks, due to arguing against each other’s way of thinking.

Once I’d put myself sincerely into the role of the other site, I saw immediately, why the guys wanted to save money. It was becoming clear to me, due to a deeper understanding of the mechanisms, justifying this solution approach as being also kind of applicable for our business plan. What our site then did, was showing respect to the other guys’ opinions by letting them do a great deal of talking. We’d stopped saying “you’re wrong” immediately and started to honestly see the reasons for their plan instead, even though we were still firmly convinced about our ideas.

However, we were wrong in some points, the other guys had been made us thought about it again. Resulted in an interesting conversation, we started discussing the two different plans for a third time by then. This time with the appreciated points of the counter group. The group had challenged some of our points and that had been interpreted as a direct contradiction by us. In fact, we’d known, though, the only way to make the other guys getting convinced that our ideas might be highly beneficial for the specified purpose, is to honestly appreciate their points and critics by putting those into our consideration when it comes to developing a well-suited solution approach. We made them feel important, and we did it sincerely by implementing their points into our review. We dramatized our ideas, then let the other guys feel that our thoughts were actually theirs. What then happens was like magic: We’d found a compromise, concerning one positive solution approach to the previously described problem. We have been high scored by our Professor.

What you may learn out of this personal story:

  1. The only way to get the best of an argument is to avoid it.
  2. Show respect for the other person’s opinion. Never say, “You are wrong.”
  3. If you’re wrong, admit it quickly and emphatically.
  4. Begin in a friendly way.
  5. Get the other person saying “yes, yes” immediately.
  6. Let the other person do a great deal of talking.
  7. Let the other person feel that the idea is his or hers.
  8. Try honestly to see things from the other person’s point of view.
  9. Be sympathetic to the other person’s ideas and desires.
  10. Dramatize your thoughts.

Die 3 Regeln, wie Sie die 1,0 in Präsentationen meistern

“Don’t just be good-be so good they can’t ignore you” -C. Guillebeau

Präsentationen sind eines der spannendsten und zugleich anspruchsvollsten Themengebiete. Dieses gilt sowohl für die Universität als auch für den Beruf. In diesem Beitrag zeige Ich Ihnen 3 Regeln, die Ihren Vortrag extrem überzeugend wirken lassen werden.

Stellen Sie sich einmal vor, Sie sitzen im Auditorium eines Vortragenden. Welche Charakteristika würden Sie wie auf Knopfdruck von der Person und dessen Präsentation überzeugen? Unterhält man sich mit Dozenten über dieses spannende Thema, bekommt man als Student meistens die Antwort: “Mit Leistung und nur dadurch.”

Diese Leistung werden Sie nicht mit den so oft empfohlenen “Karteikarten” oder mit dem alleinigen Einsatz von eloquenten NLP-Techniken abrufen. Zum Thema NLP kommt in Zukunft noch etwas auf diesem BLOG. Sie werden diese Leistung auch nicht durch eine unzureichende Vorbereitung oder auswendig gelernte Texte erreichen. Um wirklich Ihr individuell höchstmögliches Potenzial abzurufen, müssen Sie der Experte in Ihrem spezifischen Thema werden. Sie müssen so gut sein, dass Sie bei weitem mehr über das Thema wissen als Ihr Publikum und gegebenenfalls sogar mehr als Ihr Dozent. Der Dozent muss beeindruckt von Ihrem immensen Wissensstand sein. Diese Zielsetzung ist nicht einfach, aber mit der richtigen Einstellung in der Vorbereitung auf Ihre Präsentation erzielbar. Erreichen Sie dieses Ziel, haben Sie bereits die 1 von 2 Meilen auf dem Weg zur 1,0 Höchstbenotung überquert. Zeigen Sie Ihrem Publikum, dass Sie sich das Recht erarbeitet haben diesen Vortrag an genau dieser Stelle halten zu dürfen. Ziehen Sie immer wieder während Ihrer Präsentation Parallelen zu passenden wissenschaftlichen Ergebnissen, wie z. B. Studien oder Untersuchungen und bauen Sie persönliche Erfahrungswerte hinsichtlich Ihres Themas nach Möglichkeit ein. Somit gilt:

REGEL 1:  Werden Sie der Experte in Ihrem spezifischen Themengebiet, sodass Sie weitaus mehr wissen als Ihr Auditorium und gegebenenfalls sogar mehr als Ihr Dozent.

Wer würde Sie als mehr überzeugen: Ein Student, welcher enthusiastisch über sein Thema philosophiert, oder ein Student dem Sie sofort und durchgehend die Lustlosigkeit und die Unsicherheit ansehen?

Es macht unglaubliche Freude im Publikum eines enthusiastischem Präsentators zu sitzen. Zu sehen, wie dieser seine Ideen und Aspekte mit Belegen und weiterführenden Überlegungen ausschmückt. Es kommuniziert einem im Unterbewusstsein, dass das spezifische Themengebiet genau im Interessenfeld der Person liegt und dass diese sich folgernd lange und intensiv damit befasst hat. Nichts löst in einem Dozenten schneller ein gutes und von der Kompetenz des Studenten überzeugtes Bild aus, als eine enthusiastische und thematikspezifische Einleitung von diesem. Deswegen gilt für die nächsten 0,5 Meilen zur 1,0:

REGEL 2: Seien Sie (situationsgemäß) enthusiastisch und dramatisieren Sie Ihre Ideen und Ergebnisse.

Haben Sie Sich mal die Frage gestellt, welches grundlegende Charakteristikum uns von den Tieren unterscheidet? Jeder Mensch hat das Bedürfnis wichtig zu sein. Deswegen sind auch Leute, die immer im Mittelpunkt stehen wollen und somit andere “nach hinten” drängen eher unbeliebt und nicht gern auf Veranstaltungen gesehen. In dem Moment, wo Sie etwas vor einem Publikum vortragen schlüpfen Sie genau in diese Rolle. Dieser Switch entsteht im Unterbewusstsein des Auditoriums und stellt eine Herausforderung für Sie als Präsentator dar. Um diese Challenge der letzen 0,5 Meilen zur 1,0 zu meistern, müssen Sie wissen, wie Sie im Unterbewusstsein des Publikums diesen Zustand der Wahrnehmung rückgängig machen. Diesen notwendigen Switch meistern Sie indem Sie Ihre – im Publikum sitzenden – Professoren bei der Darlegung Ihrer Ideen namentlich ansprechen und sagen, dass Sie das Ergebnis X Ihrer Arbeit aus dem Vorlesungsinhalt des angesprochenen Professors abgeleitet haben und Ihnen diese Entwicklung nicht ohne den spezifischen Vorlesungsinhalt möglich gewesen wäre. In dem Moment wo Sie diese ehrliche Referenz an den Professor weitergeben, haben Sie den für die 1,0 notwendigen Switch gemeistert. Versuchen Sie eine solche zutreffende Referenz öfter innerhalb Ihrer Präsentation darzulegen. Somit gilt für die letzen 0,5 Meilen zur 1,0:

REGEL 3: Geben Sie während Ihres Vortrages ehrliche  Referenzen an Ihre Professoren indem Sie zeigen, dass Ihre Ergebnisse nicht ohne die spezifischen Vorlesungsinhalte der Professoren möglich gewesen wären.

Wenn Sie nicht an einer Universität, sondern an einer anderen Institution einen Vortrag haben, sollten Sie Sich dieselbe Technik zu Nutze machen, indem sie Referenzen an andere Persönlichkeiten geben, welche Sie entweder inspiriert -oder einen entscheidenen Anteil an der Erarbeitung Ihrer Ergebnisse hatten. Damit gelingt Ihnen derselbe Switch.

Wenn Sie diese 3 Regeln beachten, werden additiv weitere Einflussfaktoren erzeugt: Sie werden selbstbewusst präsentieren; Sie werden folglich mit einer geraden Körperhaltung vor Ihrem Auditorium stehen und Sie werden Sich während Ihrer Präsentation wohl fühlen.