Power, Influence and Persuasion in Organizations
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Power is Not a Bad Word
© Copyright Marcia Zidle
The concept of power often evokes negative impressions. For example, referring to the use of power can infer that people are being dominated, manipulated or coerced. However, similar to the concept of conflict, power almost always exists in organizations. Recognizing and managing it can be very healthy for organizations and personnel. The following links provides overviews that progress from basic to a little more advanced.
Think hard work is all you need for career success?
Jeffrey Pfeffer, at Stanford University Graduate School of Business disagrees. In his latest book, Power: Why Some People Have It and Others Don't, he argues that what you need to succeed in the workplace is, above all, power.
He was asked in an interview with BNET "What is the biggest mistake people make when it comes to achieving power?"
He answered: "I see a lot of people who voluntarily give up the opportunity
to have a lot of power by saying things like, 'I won’t play the game.'
That won't get you anywhere."
Sources of Power
As a coach of talent, part of my job is to help career starters and emerging leaders see that they have power no matter where they stand on the corporate ladder. It’s a matter of recognizing and capitalizing on it. There are two sources of power.
Formal or Position Power
This is based on your title - manager, supervisor, senior vice-president, etc. With it comes the ability and responsibility to reward (provide someone with a raise or plum assignment) and punish (discipline someone or limit access to resources). However, there's another.
Informal or Personal Power
This is based not on your position, but on you. You have the ability to develop expert power (based on highly valued knowledge and skills) and associate power (based upon who you know and who knows you).
Which is easier to obtain?
In most cases its personal power. Here are five ways to increase your informal power and not feel you just playing the game. Take a look at these past posts.
- Know What's Going On: Information is power so be on constant alert.
- Have Skills Will Travel: This is what you bring to the employment table.
- Develop a Strong Brand: It conveys your distinctiveness as a professional or leader.
- Enhance Your Reputation: Toot your horn occasionally and have others do it as well.
- Build Good Working Relationships: They are the bread of career life so eat often and hearty.
Career Success Tip
True power, to get things done, does not come from a title or position. Rather it comes from the value ( your expert power) you produce for your internal and external customers. Figure out ways to make a positive impact (your associate power) on the key people in your career world. That's how you build power careers.
On a scale from 1 (low) to 10 (high) how much personal power do you have right now to achieve your career goals? What can you do to get it to a 10?
Influencing and Persuading
Do you have great ideas but can't seem to get people to listen?
A recent email from a frustrated manager who, like many of us, has great ideas but finds it difficult getting them accepted and implemented. Perhaps a boss is too busy putting out fires to pay attention. Or, in the give and take of a meeting, your suggestions get lost.
In her years of writing about successful leaders, Rosabeth Moss Kanter of Harvard Business School, states that "getting ideas off the ground requires personal credibility and power." Here's what she advises -- Four Influencing Strategies:
1. Showing up: The power of presence.
It's a cliché but true that 90% of success in life comes from just showing up. Digital and other remote communications are efficient, but there's much to be said for being there - face-to-face with others.
2. Speaking up: The power of voice.
It's more than making noise. It's being articulate, putting your ideas into words that get people to listen and see you as a leader. If you're uncomfortable with public speaking, get a coach, take lessons, join Toastmasters and then stand up and do it.
3. Teaming up: the power of partnering.
As you move into leadership, you technical or business skills aren't enough. Success, at this stage of your career, depends more on building good relationships inside and outside your organization. So start "playing with others".
4. Not giving up: the power of persistence.
Everything can look like a failure in the middle. Keep at it, make mid-course adjustments and surprise the naysayers. All successful people have dealt with self-doubt, but they keep on going. So can you.
Career Success Tip
There have been excellent big ideas which couldn't get off the ground because they lacked proper uplift and effort. On the flip side, really good small ideas have revolutionized our lives. What’s the difference? Perhaps it's these four influencing strategies. What do you think?
Using Stories to Persuade
Verbal Skills: How to Speak with Impact and Authority
How to Persuade Others Using Charisma
Assessing Our Ability to Influence Others
Dramatically increase your influence
Being Persuasive Across Cultural Divides
Five Ways to Boost Your Influence
Influence: How to Persuade Anyone In Business to Do What You Want
Building Influence in the Workplace: It Has to be Personal
Influence: How to Be Taken Seriously
Getting Others To Do What You Want
If You Don't Want To Influence Others, You Can't Lead
Hierarchy of Influence: What Achieves the Results You Need?
Power Is Not a Bad Word!
The Practical Art of Persuasion
Tips for Leadership Impact Influence Others
For the Category of Leadership:
To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.
There is an explosion of books about leadership. Some are about broad and general philosophies, paradigms, visions and values. Others are about more specific models and theories. Still, others are about even more specific tips and tools. Bibliographies of books on leadership span numerous pages. The books mentioned on these pages are a reasonable beginning. They are focused on books with both foundational principles and practical tips and tools.
Note that, although many perspectives on leadership are about leading other individuals and groups, there are other domains of leadership, including leading oneself and organizations. The books referenced from this page are in regard to all domains of leadership.
Leading For-Profits and Nonprofits
There is much more in common between leading a for-profit and nonprofit than many people might realize. Small nonprofits are a lot more like small for-profits, than large nonprofits. Similarly, large nonprofits are a lot more like large for-profits, than small nonprofits. Nonprofits often include leading volunteers. A section, later on below, provides more books about leading specifically in nonprofits.
- Field Guide to Leadership and Supervision in Business
- by Carter McNamara, published by Authenticity Consulting, LLC.
Includes step-by-step guidelines, tips and tools to effectively lead:
2. Other individuals in the business
3. Groups and teams in the business
4. Business organizations
5. As well as all functions within the business organization.
Many of the Library's materials about business, leadership and management are adapted from this book. Just click on the title of the book above to see the Index and Table of Contents.
The following books are recommended because of their highly practical nature and often because they include a wide range of information about this Library topic. To get more information about each book, just click on the image of the book. Also, a "bubble" of information might be displayed. You can click on the title of the book in that bubble to get more information, too.
- Field Guide to Leadership and Supervision With Nonprofit Staff
- by Carter McNamara, published by Authenticity Consulting, LLC.
Includes step-by-step guidelines, tips and tools customized for personnel in nonprofits to effectively lead:
2. Other individuals in the nonprofit
3. Groups and teams in the nonprofit
4. Nonprofit organizations
5. As well as all functions within the nonprofit organization.
Many of the Library's materials about nonprofit leadership and management are adapted from this book. Just click on the title of the book above to see the Index and Table of Contents.