This document discusses sources of power and influence in organizations. It identifies 8 sources of power: positional, relevance, centrality, autonomy, personal characteristics, expertise, charisma, and effort. It also distinguishes between power, which is based on authority, and influence, which involves sharing power to gain influence through moral authority and partnerships. The document provides tips for exercising influence, including giving something to get something and building partnerships. It examines power dynamics and barriers to influence, as well as qualities needed for organizational excellence.

1. All who have influence have power
But all who have power don’t have influence

2. 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?
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3. 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?
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4. Normal Paradigm Trap
• Rigorous Analysis
• Altruistic
• For the good of the Org.Own
• Excessive & Obsessive
• Personal Ambition
• Self interestOther’s
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5. 5
Power
(Authority)
Empower
(Sharing)
Influence
(Return)
Sharing power increases
moral authority (influence)

6. Exercising Influence
Give something to get something 6
Building
Partnerships
Doing Deals

7. 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
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To control is to limit

8. 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?
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Dynamic

9. What the leader must develop to create
Organizational Excellence

10. 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
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Adapted from: Good to Great – Jim Collins

11. 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
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To remove a barrier is to open a Gateway

12. 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
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13. 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
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There’s always a better way

14. 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
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Help your people to belong with pride

15. 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

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