Mikhail Orlov liked this
I decided to share this again after I put it out a few years ago.
I have been thinking a lot about what power is ... and isn’t.
As a CEO, I'm either the best person to think and talk about it...or the worst. But I think I'm in a somewhat good position.
There are many times when one perceives the level of power as:
- The number of people who report to me
- The size of my budget
- My title
And I understand why. That's because we have failed, I have failed, to communicate AND prove with public and private recognition as well as examples that those are not the right measures of power. The only real measure of power that matters is this one:
- How much impact do I have
When the world looks for 'shortcuts' to understand your impact, they might at times confuse the size of your organization, your budget, or your title with your power. But if they really understand, if you really understand, what power is, you will realize that many with the largest budgets or organizations exercise less power and deliver less impact than those whose IQ and EQ are applied for the best outcome of the organization. Their power can be seen through the people they have as direct reports and those people who sit alongside them, below and outside their organizations, and even above them.
A single person has the ability to have more power if they engage others. Often the best way to do that is to give up the direct reports, share the 'perceived' power, and, as a result, leverage the personal power of others by giving them your “perceived power tools.”
So if you ever wonder how to define your power, think of it as how much you can impact the outcome. If you require solely your direct reports to have an impact in your organization, you will have 1/10 or 1/100 of the impact of someone who sees it like I do.
I reached a conclusion early in my career that has never changed. You can run a company out of any role in it. If you can have enough empathy with everyone around you, cultivate your own understanding of others’ motivations and needs, and always adopt the vision for the entire company, learning about it, you will find a way to influence the outcome of the most important things.
I once had a person two levels down from me teach me how to run the company better with a single comment.
He said, "Bracken, can I give you some advice?" I said, "Of course, I love advice," though I'm not sure I really always do. And he said, "You eat lunch at your desk or in meetings every day. We have a company cafeteria. Go eat in the cafeteria. Be visible. People will take comfort in that. They will know that if you have time to go have lunch, the company will be ok."
I did everyday after that. I sat right in the middle of that cafeteria at noon, just as Paolo suggested.
Now that was power. Paolo changed the company and me.
Be more powerful.When in doubt, give your perceived power to others. And influence them with good reasoning and empathy.