Dan, Author at Enterprise Management Ltd

Working the System Instead of Fighting It

In my last post, “Which is More Detrimental: Power or Powerlessness?“, I redefined the term “power” to challenge common misconceptions and introduced the seven levers necessary to effectively wield power. This week, I will take an in-depth look at one power lever that is often dismissed out of sheer misunderstanding: system power.

You are probably familiar with the saying “there is no substitute for experience” and perhaps can even attest to its accuracy. Over the past several weeks we have redefined power and explored the new and popular Systems Power lever. As the title alludes, this week I am delving into Mastery Power. That is, the power stemming from experience, training and education. In a recent study on power practices, the power of expertise ranked high – it was the third most cited. Not surprising, as it is a key contributor to organization success, it warrants attention and support. Read More

Degrees of Separation: Leveraging Personal Power

While “six degrees of separation” has historically been a standard reference point, today technology and social networking sites have helped to cut this figure in half. In our world it is easier to connect than ever before. However, all connections are not equal. An acquaintance is not the same as a friend or confidante. Understanding how to use your personal power enables you to expand your circle of influence and power.

Every relationship starts with an introduction and a period that might be dubbed the “get to know you” stage. It is when we learn small tidbits about another person’s background, skills, and experiences. Some people enjoy working a crowded room, displaying a mastery of the fine art of networking, while others intermingle more cautiously. Whatever the speed, the ability to make contacts and new acquaintances expands our personal or Linkage power.

Linkage power stems from conferences, cocktails, social media, etc. and is marked by the exchange of business cards or contact information. These connections are beneficial but restricted. The “mileage” is limited to other surface connections.

Translating the typically superficial linkage connection into Relationship Power takes time, respect, and mutual exchange. Only then can you really “count” on another person or group. The benefits of learning to effectively foster Relationship Power include: increased job satisfaction, improved team spirit and loyalty, and the sharing of insights and information.

Cultivating a relationship entails iterative interactions that increase comfort and deepen a sense of mutual ties. Commonalities are discovered and differences respected as connections are transformed into relationships. Evidence of relationship power varies from a mentor who offers guidance, a team member who has your back, or a colleague who gives you a heads up. In addition, there is a sense of reciprocity in a relationship. Favors are returned, increasing the strength of the bond. Going above and beyond the call of duty to help another is the hallmark of a solid relationship.

If you are interested in expanding your personal power, here are a few tips to help you build both Linkage and Relationship:

6 Tips for Enhancing Linkage Power

Just do it. Set aside time and make it a priority
Attend social events and meetings
Embrace technology. Find opportunities to interact digitally
Be visible and accessible
Build connections within your group as well as across the organization
Pay it forward; help to connect others

6 Tips for Enhancing Relationship Power

Show sincere interest in another’s ideas, initiatives, and successes
Listen to concerns and suggestions while exploring potential solutions
Take time to connect on a professional and personal level
Maintain personal contact
Request feedback and input
Demonstrate respect personal values and/or cultures

Take a moment to assess your personal power practices. What will expand your network? What will deepen those connections into relationships? Today is a good day to capitalize on your “three degrees of separation.”

Untapped Power of Recognition: Investing in Praise and Feedback

One of the most effective forms of organizational power in today’s workplace is recognition power. However, in speaking with countless executives and supervisors over the years and as confirmed in our recent survey, I’ve realized an unsettling trend: recognition power is often the most overlooked. Read More

Superheroes and Supervillains: Command and Authority Power

Command and authority power result in speedy compliance, clear direction, and action. Using the “do it because I said so” approach rarely requires discussion or heated debate.

Changing the “Quick Fix” Leadership Mindset

In a complex world, speedy solutions rarely work. Unintended consequences, time lags, and interconnected systems whirled with risk and ramifications sidetrack easy solutions. There are no quick fixes and that leadership mindset needs to change. Read More

Blind Spots Sabotage Culture Change

As anyone who has ever driven a car knows, blind spots are potentially lethal. This holds true in leading business organizations as well on the road, so it’s time we worked to eliminate them from one of the most critical business tasks of our age: culture change. Read More

Wouldn’t it be great to have enough power to move the world?

Archimedes was on the right track when he said many years ago, “Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.” Selecting the right lever for the situation is something a successful leader does, if not by second nature, by learning. There are many different power levers – some too unwieldy and some too weak. Finding the right one for the situation requires analysis. Read More

Effective Leaders Know When to Hold and When to Fold

If leaders keep on doing what they have always done, they will get the same results, which is a recipe for disaster. Both leaders and poker players need to know “when to hold and when to fold.” Effective leaders need to decipher the internal and external environment and adjust plans to actual reality and opportunities. Read More

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