All who have influence have power

But all who have power don’t have influence

Sources of Power

1. Positional:

Boss is boss

2. Relevance:

How much am I needed today?

3. Centrality:

Boundary spanning positions

4. Autonomy:

Do you control your own turf?

2

Sources of Power

5. Personal

Who are you?

6. Expertise & Track Record

Knowledge + Willing to help

7. Charisma

Who likes you and why?

8. Effort

How hard will you work?

3

Normal Paradigm Trap

• Rigorous Analysis

• Altruistic

• For the good of the Org.Own

• Excessive & Obsessive

• Personal Ambition

• Self interestOther’s

4

5

Power

(Authority)

Empower

(Sharing)

Influence

(Return)

Sharing power increases

moral authority (influence)

Exercising Influence

Give something to get something6

Building Partnerships

Doing Deals

Influence Control

Influence is

What people are willing to do for you

Getting buy-in to your idea /way

When people see benefit for themselves

When people feel in control / significant

When people feel it is their own work

Value of what you have to offer in people’s eyes

7To control is to limit

Power dynamics are just that-

Who depends on whom for what?

Is this available from somewhere else? At what cost?

Whose cooperation is essential?

Useful but not essential?

What are the stances of parties?

What are the differences? How rigid?

What reinforces? Diffuses?

What are the common goals?

What is the dynamics of the culture?

8Dynamic

What the leader must develop to create

Organizational Excellence

Paradoxical Qualities

Professional Will Fanatically results focused

Does what needs to be done

no matter how difficult

Sets standards for long term

endurance

Builds strong successors

Hires better than himself

Personal Humility Personal modesty

Looks in the mirror for

mistakes

Ambition primarily or

organization / cause

Spends own time and

resources to build

subordinates

Looks out of the window to

give credit

10Adapted from: Good to Great – Jim Collins

Barriers & Gateways

My way = right way

Unwilling to change

Afraid to risk

Unwilling to learn

Ashamed to ask

‘Seniority’, ‘Rank’

Secrecy, closed-ness

New ways welcome

Open to change

Measured risk

Open to learn

Questioner

Confidence in self

11To remove a barrier is to open a Gateway

4 – Critical steps

Don’t assume

Question conventional wisdom

Try new things/ways

Be creative. Innovate. Involve others

Be solution focused

Lamenting a problem will not solve it

Embrace change

Be open to new ways, methods, ideas

12

Organizational culture

1. Uncompromising quality standards

2. Leveraging knowledge and technology

3. Fanatically results driven approach

4. Totally customer oriented systems

5. Speed of response

6. Change friendly environment

13There’s always a better way

People development

1. Clear strategy to develop talent

2. Customer centered approach

3. Give employees a stake in success

4. Succession planning

5. Unequal compensation

6. Create role models of success

14Help your people to belong with pride

15

‘Career management is a process of

connecting aspirations to reality’

In order to increase the

probability of success

You need

•Performance

•Investment

•Commitment

•Adaptability

Ambivalence Obsession

‘Success is not an accident’

Success is where opportunity meets preparation

www.yawarbaig.com