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In order to address this this gap, there is a need for a change in positioning. There is a need for Renee to adjust her brand positioning. |
WARMTH |
WARMTH |
CHARISMA |
What about you? Do you know how you are perceived and by which audiences? A few reflection questions for you to answer this.
Competence: Which of your behaviors demonstrate expertise? What do others think about your expertise?
Warmth: How do others know you care about them? What behaviors demonstrate psychological safety?
You: What is your preference- to express warmth or to demonstrate competence?
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DANGER ZONE |
CHARISMA |
The Action: What one thing will you do to show warmth and one thing that helps demonstrate competence? |
more focused on tasks have a strong focus on competence and getting the task completed.
The warmth competence model has 4 quadrants. The first is high in warmth andhigh in competence. This is the person everyone wants to work with, the ideal leader, the inspirational public speaker. This is the trusted leader. Many times this person comes across as someone who helps others succeed, makes good decisions and may even be a good listener.
The second quadrant is high in competence and low in warmth. This is the person who is never doubted when it comes to their work / tasks. Often described as brilliant, the other word that one hears is difficult. They correct mistakes, give answers and seem aloof or distant. No one doubts their expertise, but people hesitate to work with them.
The third quadrant is high in warmth and low in competence. This individual is seen as the nice person. Always willing to help, friendly, kind or supportive but somehow doesn’ t inspire confidence. A person in this quadrant will struggle with leadership as thelevel of respect might be non-existent. This individual will struggle at interviews and with public speaking, as the audience will quickly figure out they do not know what they are talking about. Their command of the content is passable at best and non-existent at worst.
The fourth quadrant is low in warmth and low
COMPETENCE
in competence. This person evokes the feeling of can’ t be trusted and can’ t be relied upon. They may be disliked and even excluded. From a leadership perspective, this is someone who has already disengaged. Their followers will not trust them, nor will they follow them.
These quadrants are not personality classifications. The quadrants drive perceptions and context is very important. In fact, one person can fall into the different quadrants depending on who the“ audience” is. In the story of Renee, the senior leaders may see Renee as warm and competent. Renee’ s boss may see her as low in warmth but extremely competent. Her peers may see her as low in warmth but extremely competent.
Are you a Renee? Renee is a high performer. She is lucky to get access to an executive coach who has shared a powerful question with her: What if people admire your competence but don ' t experience your warmth?
Is Renee cold and distant? Or does she just come across as that way? If you were to get to know Renee, or you are her close friend, what would you say?
As marketing professionals, we know all about perceptions. Incorrect perceptions can drive incorrect( brand) positioning.
Renee’ s story continues …, She reflected deeply on the question the coach asked. Over the following weeks, she made small changes. She asked for ideas before sharing her own. She acknowledged good work in meetings. She became curious before being corrective. Most importantly, she made time to understand people, not just the problems they were solving. Her technical ability never changed. Neither did her high standards. What changed was how people felt when they worked with her.
By the end of the project, one team member summed it up perfectly: She ' s just as capable as she always was. The difference is that now it feels like she ' s succeeding with us, not despite us.
Competence earns respect. Warmth earns trust. Leadership requires both.
Competence behaviors include solving, advising, leading, correcting, directing and delivering. Warmth behaviors include asking, listening, including, encouraging, coaching and connecting.
Thrity Engineer-Mbuthia is a marketing practitioner and leadership coach with over 25 years’ experience in corporate and academia. You can commune with her via mail at: Info @ thrityengineer. org.
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