Power Survey 2000 - Conclusions

... continued from Power Survey 2000 - Analysis

Power is Perception and Projection

My personal power and influence perhaps comes less from what I believe it is or want it to be. It also seems to come from the power and influence other people believe I have or perceive in me. Other people project sources of power and influence on to me, and it is down to my awareness of this and my personal values as to how I respond.

I may well be using my status, authority and seniority to influence you, but if you are not impressed by these sources, or just don't recognise that I have these sources, then I am less likely to be getting results. Many of us have encountered the line manager who believes that they are using charm as a strategy, when it is obvious that they are being anything charming!

Power Icebergs

Given the honesty with which people have responded to my survey and the number of PS's, it is also apparent that there is something of an iceberg at work here. The power and influence sources that people present to us on the surface are not necessarily those that are really at work. You may have encountered a manager who comes to you to "help" you with your report only to discover that what they are really suggesting is that if you don't play ball (and make your report advantageous to them) your budget would get cut. This is a surface strategy of Empathy and Co-operation, but under the surface we know that Punishment and Reward are the real deal.

Power Works on Me

It is one thing to hold a mirror to ourselves and try to understand the sources we use on others, but another fascinating dimension is to start to understand the sources that work on us. What are the sources that other people use on you? Which are you susceptible to? Is it status, authority, seniority, that gets you moving, or perhaps it is expertise, experience and know how? Dare I suggest that it might be youth, good looks and charm?

What does it all mean?

So, how does all this compare to the established thinking we looked at earlier?

Despite all the changes in the organisation (and the shifting values and attitudes of the people in it), it would seem that from the original model, Expertise and Networking are still very much in use as strategies for power and influence.

What this research does strongly suggest is that within that established model, there is a new hierarchy of sources, with most people preferring to exercise power and influence through their Expertise rather than through hierarchical power.

Also, that power strategies in organisations are now more interpersonally based with people appreciating more and more the importance that Networking and attention to relationships has. It is likely that this has, at least in part been driven by the need for more people to work cross functionally and in project teams. Perhaps the old cliche that "It ain't what you know, it's who you know" rings a little less loudly? I also believe that there is some cross over and confusion between Networking (building positive personal relationships) and Association (political power relationships).

Curiously out of all the hundreds of responses, not one explicitly mentioned Punishment or Reward, although recent allegations of bullying at Ford for example, would indicate it is still out there. Perhaps this also demonstrates an increasing sophistication on the part of managers, who are finally realising that Punishment strategies are not the best way of getting winning performance out of a team. Also, where Punishment strategies are in use, even they are much more sophisticated than outright bullying. A friend of mine went for a job at a rival organisation, he was unsuccessful and to make matters worse, his line manager discovered this fact. The line manager then took this information to the HR Department to discuss ways that my friend could be "managed out of the business." To their credit, the HR Manager warned him of the consequences of this (Punishment) strategy. However my friend was still "forced" to resign when, during one of those "informal chats" his manager indicated that there was no way his career would go any further with them. As a final insult, a colleague (less experienced and less competent) was Rewarded with a promotion!

As for Reward, my own experience comes from my days working at the Virgin Head Office, where even the most junior of product managers (who could get you tickets and free CD's) knew that others would treat them differently because of the rewards they could bestow! Punishment and Reward then, are still out there, but less preferred, perhaps due to their short termism.

To continue the debate further, I propose I hierarchy of power and influence that might looks like this. I also suggest that this may vary depending on the culture of the organisation. Remember also that there may well be another power and influence strategy at work below the surface.

Expertise
Networking
Authority (formal power)
Association (political power)
Reward
Punishment

Putting all of this together, it seems to me that to be powerful and influential in an organisation in the 21st Century we need to;

Learn, up-skill, practice and continue to acquire as much knowledge as we can
Develop effective (positive) networks of helpful people
Keep physically fit and healthy to maintain drive and energy
Find new ways to stay motivated and committed
Pay attention to our appearance and image
Develop self-confidence - and project it!
Develop interpersonal skills, especially listening
Use formal status and power appropriately and professionally

It is the consistent application of the above over time creates our reputation and from all of this flows our credibility.

Put it all together and we are well on our way to becoming powerful and influential.

Mike Phipps, March 2000 - published in Training Journal