You don’t need a title to be powerful. You can lead without being a boss and have a powerful influence upon your workplace and community. Photo: File.
Travis Bradberry says there is nothing wrong with seeking power and influence at work — as long as it is sought for the greater good, rather than simple self-aggrandisement.
Power gets a bad rap, but only because people pursue it for the wrong reasons. When power is pursued for the right reasons, it can be a tremendous force for good.
Niccolo Machiavelli spread the belief that people can become powerful only by exploiting the worst aspects of human nature. One of his teachings was: “A wise ruler ought never to keep faith when by doing so it would be against his interests.”
He was essentially saying you’re an idiot if you keep your promises or stick to your values when you’d benefit more by breaking them.
Leaving aside Machiavelli’s 16th-century thinking, there are plenty of voices in our own time that echo him, such as author Robert Greene, who said: “The key to power is the ability to judge who is best able to further your interests in all situations.”
It’s no wonder so many people think the only way to gain power is to be a jerk. Fortunately, Machiavelli and Greene are both wrong. Recent research from the University of California in Berkeley shows that when it comes to power, nice guys finish first.
Researchers found the most powerful people (according to ratings from their peers) were those who were the most considerate and outgoing. Those who were the most Machiavellian — using things like gossip and manipulation to gain power — were quickly identified and isolated, and ended up with no power at all.
Power isn’t inherently evil, and it isn’t inherently bad to seek power. Without power, you can’t accomplish anything, good or evil.
People who earn and use power wisely have a profound impact on everyone they encounter. Yet, they achieve this power only because they exert so much influence on themselves.
We see them only from the outside; we see them innovate, speak their mind, and propel themselves forward towards bigger and better things. Yet, we’re missing the best part.
Their focused pursuit of excellence is driven by the following habits, which you can emulate and absorb until your power and influence expand.
They don’t wait for a title to lead: It’s important not to confuse power with authority. The right title can give you authority, but it can’t give you power.
On the other hand, you don’t need a title to be powerful. You can lead without being a boss and you can have a powerful influence upon your workplace and community without a title.
They’re graciously disruptive: Powerful people are never satisfied with the status quo. They’re the ones who constantly ask “What if?” and “Why not?”
They’re not afraid to challenge conventional wisdom, and they don’t disrupt things for the sake of being disruptive; they do so to make things better.
They think for themselves: Powerful people aren’t buffeted by the latest trend or by public opinion. They form their opinions carefully, based on the facts.
They’re more than willing to change their mind when the facts support it, but they aren’t influenced by what other people think, only by what they know.
They focus on what really matters: Powerful people aren’t distracted by trivialities. They cut through the static and clutter, focus on what matters, and point it out to everyone else.
They speak only when they have something important to say, and they never bore people with idle banter.
They master conflict: People tend to err on one of two extremes when it comes to conflict: They are passive and avoid conflict altogether, or they seek it out, thinking this will make them powerful.
People who master conflict know how to approach it directly and assertively, yet constructively. Truly powerful people do not react emotionally and defensively to dissenting opinions — they welcome them. They’re humble enough to know that they don’t have all the answers.
They inspire conversation: When powerful people speak, their words spread like ripples in a pond.
Influencers inspire everyone around them to explore new ideas and to think differently about their work.
They know their strengths and weaknesses: People who are seduced by power and therefore start abusing it are often blind to their own weaknesses.
To become truly powerful, you have to see yourself as you really are and position yourself to use your strengths for the greater good. That means taking a clear-eyed look at your strengths and weaknesses and owning them both completely.
They grow and leverage their networks: Machiavellians don’t bother with people who aren’t useful to them. People see this coming a mile away, and it doesn’t win any friends.
Truly powerful people know how to make lasting connections. Not only do they know a lot of people, they get to know their connections’ connections, adding value to everyone in their network.
They ask for help when they need it: It’s easy to mistakenly assume powerful people never ask for help from anyone.
Asking for help when you don’t know the answer or can’t do it all by yourself is not a sign of weakness; it’s a sign of strength.
There’s nothing worse than trucking down the wrong path when you’re too embarrassed or proud to admit you don’t know what you’re doing.
They believe: Powerful people always expect the best. They believe in their own power to achieve their dreams, and they believe that others share that same power.
They believe nothing is out of reach and that belief inspires those around them to stretch for their own goals.
Former Russian president Boris Yeltsin once said: “You can make a throne of bayonets, but you can’t sit on it for very long.”
Whether you call it power or influence, it’s OK to want it and it’s OK to have it. You just have to pursue it and use it with integrity.
Travis Bradberry is the award-winning co-author of the bestselling book Emotional Intelligence 2.0, and the co-founder of TalentSmart. His books have been translated into 25 languages and are available in more than 150 countries. He can be contacted at TalentSmart.com. This article first appeared on the TalentSmart website.
