Power dynamics
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This document discusses sources of power and influence in organizations. It identifies 8 sources of power: positional, relevance, centrality, autonomy, personal characteristics, expertise, charisma, and effort. It also distinguishes between power, which is based on authority, and influence, which involves sharing power to gain influence through moral authority and partnerships. The document provides tips for exercising influence, including giving something to get something and building partnerships. It examines power dynamics and barriers to influence, as well as qualities needed for organizational excellence.
Power dynamics
- 1. All who have influence have power But all who have power don’t have influence
- 2. Sources of Power 1. Positional: Boss is boss 2. Relevance: How much am I needed today? 3. Centrality: Boundary spanning positions 4. Autonomy: Do you control your own turf? 2
- 3. Sources of Power 5. Personal Who are you? 6. Expertise & Track Record Knowledge + Willing to help 7. Charisma Who likes you and why? 8. Effort How hard will you work? 3
- 4. Normal Paradigm Trap • Rigorous Analysis • Altruistic • For the good of the Org.Own • Excessive & Obsessive • Personal Ambition • Self interestOther’s 4
- 5. 5 Power (Authority) Empower (Sharing) Influence (Return) Sharing power increases moral authority (influence)
- 6. Exercising Influence Give something to get something 6 Building Partnerships Doing Deals
- 7. Influence Control Influence is What people are willing to do for you Getting buy-in to your idea /way When people see benefit for themselves When people feel in control / significant When people feel it is their own work Value of what you have to offer in people’s eyes 7 To control is to limit
- 8. Power dynamics are just that- Who depends on whom for what? Is this available from somewhere else? At what cost? Whose cooperation is essential? Useful but not essential? What are the stances of parties? What are the differences? How rigid? What reinforces? Diffuses? What are the common goals? What is the dynamics of the culture? 8 Dynamic
- 9. What the leader must develop to create Organizational Excellence
- 10. Paradoxical Qualities Professional Will Fanatically results focused Does what needs to be done no matter how difficult Sets standards for long term endurance Builds strong successors Hires better than himself Personal Humility Personal modesty Looks in the mirror for mistakes Ambition primarily or organization / cause Spends own time and resources to build subordinates Looks out of the window to give credit 10 Adapted from: Good to Great – Jim Collins
- 11. Barriers & Gateways My way = right way Unwilling to change Afraid to risk Unwilling to learn Ashamed to ask ‘Seniority’, ‘Rank’ Secrecy, closed-ness New ways welcome Open to change Measured risk Open to learn Questioner Confidence in self 11 To remove a barrier is to open a Gateway
- 12. 4 – Critical steps Don’t assume Question conventional wisdom Try new things/ways Be creative. Innovate. Involve others Be solution focused Lamenting a problem will not solve it Embrace change Be open to new ways, methods, ideas 12
- 13. Organizational culture 1. Uncompromising quality standards 2. Leveraging knowledge and technology 3. Fanatically results driven approach 4. Totally customer oriented systems 5. Speed of response 6. Change friendly environment 13 There’s always a better way
- 14. People development 1. Clear strategy to develop talent 2. Customer centered approach 3. Give employees a stake in success 4. Succession planning 5. Unequal compensation 6. Create role models of success 14 Help your people to belong with pride
- 15. 15 ‘Career management is a process of connecting aspirations to reality’ In order to increase the probability of success You need •Performance •Investment •Commitment •Adaptability Ambivalence Obsession ‘Success is not an accident’ Success is where opportunity meets preparation