This document discusses recognizing authority at work. It provides reasons for having authority, such as identifying accountability and ensuring decision making. It also gives reasons to respect authority, such as knowing where to go for direction and preventing mistakes. The document discusses dealing with authority, including learning what someone is authorized for and showing respect. It addresses challenging authority appropriately and avoiding abusing or crossing lines of authority. It provides tips for handling difficult behaviors from those in authority and how to have constructive conversations.

1. Recognizing Auhority at Work
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2. Authority :
a decision making right and action embedded in someone along
with the position to execute and balance with the accountability
to deliver an/ agreed result/s or expectation/s
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3. Reasons for an authority
1. Identify the person accountable for
2. Ensure someone makes decision and takes
action
4. Ensure an organization runs smoothly
5. Solve a business-related problem
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4. Professional Accountability
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5. Reasons to recognize authority at work
1. Know where to go to seek direction or decision
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6. Reasons to recognize authority at work
1. Respect the person with the authority
2. Gain FULL support
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7. Reasons to recognize authority at work
2. Prevent a work-related mistake
3. Prevent a work-related conflict
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8. Reasons to recognize authority at work
Holding authority feels everything on
the world under his feet
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9. Organization Model
Organization model affects authority distribution
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10. Organization Culture
Organization culture affects how authority is practiced
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11. Personal Values
Our personal work values determine our future in an
organization
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12. Dealing with authority at work
1. Learn what s/he is authorized for
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13. Dealing with authority at work
1. Respect, respect, respect
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14. Dealing with authority at work
1. Respect, respect, respect
• Respect = obey
• Verbal agreement
• Take action and execute
• Always comes in agreement first
• Always share GOOD personalities/behaviors of the authority to
peers
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16. Why we fail to respect an authority
• Our self-respect not well developed
– Our family
– Community
• As part of transition a “free interval from family authority to work
authority
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17. Why we fail to respect an authority
• Genetically-related behaviors/talents
– Artists
• Unaware of authority roles and functions
• Unclear authority roles
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18. How we respect an authority
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19. Dealing with authority in an organization
• Know where we stand
• What our role, responsibility, and authority
• Use proper body language
• Examples :
• Too much smiling
• Too demanding/rushing/pushy
• Give time
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20. Level of Authority
1. Level of authority equals with level of
accountability
• Every employee with accountability is provided
with authority
• Various sources of authority in an organization
• Section head
• Department head
• Division head
4. Highest authority lies on CEO
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21. Level of Authority
Forms of authority in an organization
1. Organization vision, mission and values
2. Organization culture & ethics or code of
conduct, credo
3. Policy, Rules, Regulations and Norms
4. Department rules
5. Team agreement
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22. Organization Authority
Corporate vision, mission and business ethics are sources of
authority
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23. Organization Authority
Corporate culture are NOT always written but it governs how an
authority to conduct their behaviors
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24. Organization Authority
Picture 8 Picture 6
Department rules Team rules
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25. Various corporate culture
Respect to position Respect to seniors
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26. Various corporate culture
Common struggle between authority and position
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27. Exercising authority
1. When we receive it
• Asked to deliver a result
• To solve a problem
• At a time of confusion
2. Always go beyond responsibility NOT authority
• There is always a BOLD and thin authority border
3. Authority can NOT be delegated
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28. Exercising authority
• When in doubt or standing in a dilemma between our standing
and organization’s
• Rule of thumb: always respect & obey formal authority in an organization
• Accept disagreement or dissatisfaction
• Authority NEVER satisfies an & every individual; it governs the whole interest
of an organization
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29. Exercising an authority
• Ask for clarity; NEVER argue nor challenge
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30. Challenging Authority
Talking behind the back
Back stabbing
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31. Challenging Authority
Frontal attack
Half heartedly
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32. Abusing authority
1. Happens when there is a lack of integrity
• Bullying
2. May not be aware of the scope of authority given
3. Vested interest; financial return
4. Showing off power and influence
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33. Crossing the Line
• Unclear job description/scope/accountabilities
• Undermine someone’s role
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34. Crossing the Line
1. Vested interest
2. Trust level (only when superior does it)
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35. Crossing the Line
1. Indecisiveness
1. Popularity contest
2. Not to take risk or consequences
3. Incompetent
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36. Crossing the line-consequences
1. Work-related/personal conflict
2. Power struggle
3. Confusion
4. Losing credibility
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37. Difficult behaviors
1. Belittle people in front of others
2. Lies, false promise
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38. Difficult behaviors
1. Condescends or demeans
2. Humiliates or embarrassment
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39. Difficult behaviors
1. Micromanages
2. Being unreasonable
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40. Initial stage to respond to difficult behavior
• Validate our findings with our own work values
• Make a note, seek for patterned or incidental
• Forgive for 1st, note for 2nd, crosscheck for 3rd
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41. Cross checking
1. Set a purpose why need to cross check
2. Ask if our peer experience similar specific behavior
3. Use flat tone, avoid secretive one
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42. Cross checking
• Talk about difficult behavior only. Period!
• Unplanned crosschecking may turn into gossiping
• Risk: taking with peers about boss’ difficult behaviors
may back fire to us.
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43. Common mistakes
• Telling boss’ bad behaviors to peers out of proportion
• Sabotage or silent rebel
• Unfinished tasks
• Avoid meeting or eye contact with boss
• Apathy
• Cynical remarks
• Verbal threat to leave (to peers NOT to boss)
• Frequent absent or late for work
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44. Preparation before talking
1. It will be much EASIER if we have built RAPPORT with our boss
2. Set One Purpose
3. Manage our expectation
• People are reluctant to change
• If we fail, what is at stake ?
• We have capacity to change ourselves than to change others
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45. Steps to talk to difficult boss
1. Set time and venue to talk
2. State our expectation what s/he needs to do during the session
• We ask for help
• Use flat, friendly tone
• Assume “we have” problem with his/her difficult behavior
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46. Steps to talk to difficult boss
1. Praise him/her for what s/he has done for us
• Specify and give examples
2. Describe the situation
• Specify ONE particular behavior and give example
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47. Steps to talk to difficult boss
1. Explain how the difficult behavior affects us professionally
3. Share what will improve if his/her behavior change
• We influence him/her to change the difficult behavior, NOT to
reverse the decision s/he has made
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48. Steps to talk to difficult boss
1. Listen
2. Thanks to the boss
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49. Conclusion :
Authority is meant to place organization resources in order
and bring optimum business results, not to serve our
personal best interest
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