Power. The word itself evokes a reaction. What thoughts or feelings do you have when you think of power?
Perhaps you picture an organizational chart where the boxes at the top are imbued with more power than those below. Maybe you imagine an iron fist, representative of a person who rules over others with absolute authority. Or perhaps the word power conjures up feelings of nervousness, anxiety, or fear, based on negative experiences you’ve had in the past.
On the flip side, maybe the word power emboldens you with excitement, energy, or drive to exert your influence on people and circumstances in your life.
Power is a dynamic present in all of our relationships and it’s one we need to properly manage to help our relationships develop to their fullest potential. In and of itself, power is amoral; it’s neither good or bad. The way we use power is what determines its value.
But what is power? How do we get it? And once we have it, how do we keep it?
In his book, The Power Paradox: How we gain and lose influence, author and U.C. Berkeley professor of psychology Dacher Keltner, shares twenty “power principles” that range from how we earn power, how to retain it, why power can be a good thing, when we’re likely to abuse it, and the dangerous consequences of powerlessness.
Keltner defines power as the capacity to make a difference in the world, particularly by stirring others in our social networks. Focusing on the needs and desires of others is key, and four specific social practices—empathizing, giving, expressing gratitude, and telling stories—are ways we develop power and sustain it over time.
Enduring Power Comes from a Focus on Others
1. Enduring power comes from empathy—We express empathy when we focus on what other people are feeling. We attune ourselves to their mannerisms, language, expressions, and tone of voice to gain a sense of their emotions. This promotes a sense of connection and trust with others that allows them to be vulnerable and authentic in their behavior. We can promote empathy in several practical ways: asking open-ended questions, listening actively, asking others what they would do in a given situation before offering advice, and soliciting the opinions of those in less powerful positions.
2. Enduring power comes from giving—Giving, without the expectation of receiving something in return, is a tremendous trust builder and leads to people being willing to grant you power in relationships. Keltner focuses on a particular form of giving: touch. Whether it’s politicians shaking hands, athletes high-fiving each other, or a boss giving an affirmative pat on the back, there is tremendous power in the human touch. A reassuring touch on the shoulder or warm embrace causes the release of oxytocin in the brain, a neurochemical that promotes trust, cooperation, and sharing, and also lowers blood pressure and fights the negative effects of the stress-inducing hormone cortisol. The overarching principle of giving is that it’s a way of providing reward and recognition to others that promotes goodwill.
The key to enduring power is simple: Stay focused on other people. Prioritize others’ interests as much as your own. Bring the good in others to completion, and do not bring the bad in others to completion. Take delight in the delights of others, as they make a difference in the world. — Dacher Keltner
3. Enduring power comes from expressing gratitude—Gratitude is the feeling of appreciation we have for things that are given us, whether it’s an experience, a person, an opportunity, or a thing. Importantly, it’s something that has been given to us, not something we’ve attained on our own. Expressing gratitude is a way to confer esteem on others and we can do that in a number of ways: acknowledging people in public, notes or emails of affirmation, and spending time with others. Expression of gratitude spreads goodwill within a team and causes social bonding.
4. Enduring power comes from telling stories that unite—Abraham Lincoln is an excellent example of a leader who used the power of storytelling to communicate important truths and unite people in working toward a common goal. Families, sports teams, businesses, and organizations of all kinds have a history that is communicated through story. Members of these groups establish their identities and understand their role in the group based on those stories. Stories enhance the interests of others and reduces the stress of working in a group. They also help us interpret the events going on around us and shape the way we deal with the challenges we encounter. Stories bring us together and foster the sharing of power that is necessary in organizational life.
Power is often perceived in a negative light. The natural reaction of many is to associate power with Machiavellian attempts at preserving self-interest and exerting dominance over others. It doesn’t have to be that way. The best use of power is in service to others, and the four principles Keltner advocates are an excellent way to develop and sustain power in a way that allows you to influence others to make a positive difference in the world.
Randy Conley is the Vice President of Client Services and Trust Practice Leader at The Ken Blanchard Companies. His LeaderChat posts appear the fourth or last Thursday of every month. For more insights on trust and leadership, visit Randy at his Leading with Trust blog or follow him on Twitter @RandyConley.
3 thoughts on “4 Practices That Will Make You a More Powerful & Trusted Leader”
When I personally think about “power” the term leadership relates to it! I love that it was mentioned, the way we lose power is what determines its value. This is a good way to think about it, especially as it relates to leadership. I have taken many leadership classes and the things I learn all seem to have a nice theme. That theme is serving others and leading them towards a common goal. Your blog mentions building relationships and uniting together. In my class lecture, we talk about Mahatma Gandhi and how he practiced communication in leadership. He really spent his time building relationships and making sure that he showed people a good example of ethics as a leader. He put his focus on others. His goal was working towards non-violence. To me, this is an example of power! He is someone that the people could trust because he did get close with them and build relationships with them as he lead them. He was able to demonstrate ethical communication because of his passion for non-violence as being a statute for no harm for others in some form or another. It was also mentioned that he had a very different type of leadership style than Adolf Hitler. I really enjoy thinking of the statement you mentioned, “The best use of power is service to others.” I feel like this explains Gandhi and what I have said about him! He really used his leadership power to service others and constantly move forward in a positive direction.
Thanks for your comments! You are correct when you see a commonality of many successful leaders is that they practice servant leadership. Leadership is all about relationships, and when you’re able to show others that you care more about them than yourself, it unleashes their passion and commitment.
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