Hello readers! Welcome to the last blog of this term. This
week, we’ll be investigating development and use of power in the workplace.
To develop power and use it, it would seem to be necessary
to have a level of comfort with the idea. Personally, I view power as an
integral part of being the best manager I can be. As stated in our textbook,
power is defined as the “potential to influence behavior (Whetten &
Cameron, 2011, p. 286). I believe a central tenet of the job of leading and managing
is influencing others to accomplish goals.
I treat the ability to influence, or the ability to wield
power, with a healthy dose of caution and volumes of respect. I liken it to
being the tender of the community campfire. When controlled and used for good,
there are few things more necessary for survival. If the team, organization, or
community you lead grows, the fire should be increased an equivalent amount. However,
let it get out of control, use it to hurt someone or thing, or let it go out
and you are likely the person next voted off the island. Depending on the
damages suffered, you may or may not be in one piece when you go.
At the end of the day, I am comfortable with the fact that
the ability to influence and use power is integral to my job.
Also included in our textbook was a list of characteristics
ascribed to people who are described as being likable. The list included being
supportive and honest, being emotionally accessible, being positive and
accepting, making personal sacrifices in the name of the team, being
empathetic, and maintaining social exchanges to sustain relationships (Whetten
& Cameron, 2011).
Taking a moment to look in the mirror that reflects all
facets of a person, not just looks, I think I do a good job of personifying those
characteristics. I believe my team would say I do, as well. I know there are people
who would disagree, not everyone is a fan. However, it does not stop me from
trying to be likable and building bridges and relationships across the
organization.
Being likable, while a valuable part of power and influence,
touches other parts of being a leader. Who wants to come to work if they know
the people they work with are standoffish or abrasive? No one does for long.
Managing up and down the chain of command, or organizational
chart, is a vital skill for leaders. Managing down has the leverage of
positional power and the expectation of hierarchical influence. Managing up
lacks that lever and is actually impeded by the inverse of the positional power
arrangement.
The cure for that, in my experience is trust building.
Demonstrate that you are dedicated to the success of your boss. Flow
information up to them expeditiously, good or bad. If you are bringing an issue
to their attention, bring at least two options for how the issue could be
handled. As a colleague of mine says, “come with a solution.”
Determine, either by investigating or direct inquiry, how
your supervisor(s) prefer to receive their information. Value your supervisor’s
time even more than your own. Realize that they have many more issues being
brought to them than just the ones you bring.
Be honest in your interactions. That should go without
saying, since we’re talking about building a relationship of trust. It is worth
repeating. If you can’t be honest, the relationship is toast. Conversely, if
your manager can’t handle the truth, things won’t go well, either. Be aware
that there is a difference in being honest and being blunt or brutally honest.
Just present the facts.
One other thing to remember is to be yourself. It is a fact
that we all assume a role when we get to work. Some have to make bigger
adaptations to fit in than others. The more of your own personality that you
can bring to your relationship with your team and your managers means that you
can focus more energy on your work. It takes loads of time and energy to be
something you are not naturally.
There are entire sections of libraries filled with books
about the evils of power gone wrong. Be aware that power is necessary and must
be used ethically. Stop and look in the mirror as your career matures. Be
honest with yourself and ask others for input to how you are handling success,
failure, and the way you handle power and influence. Take time to learn from
people who didn’t handle the responsibility correctly. The stories are
sobering.
Good luck with your career and studies! I’ll be back in
January 2016.
Whetten, D. A., & Cameron, K. S.
(2011). Developing Management Skills
(E. Svendsen Ed. 8th ed.). Upper Saddle River, NJ: Prentice Hall.
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