SOPHOCLES ON HOW TO LOSE POWER
Use to remind you how easy it is to lose power because of your own actions.
Rosabeth Moss Kanter (1943–), professor of business at Harvard Business School, is perhaps best known for her work on change management. Change invariably means altering what is currently in existence and to do that you need power. She defined power as, ‘The ability to get things done’.
The great Greek playwright Sophocles provides a counterpoint to the above quotation with his statement that a leader should ‘Never command what you cannot enforce’.
The connection between these two ideas is clear:
WHAT TO DO
- If you issue an instruction and then find you can’t enforce your wishes you will lose power. An inability to command compliance destroys a person’s power almost as quickly as a successful coup. It must be avoided at all costs so only fight the fights you can win.
- If power is the ability to get things done then refusing to do anything with your power is perhaps the second quickest way to lose it. As a manager you have certain sources of power (see Theories 85–86) but if you never exercise it, it becomes dulled and blunt. You need to use it regularly if it is to be kept sharp.
- From the moment you are appointed to a particular position demonstrate your power. People will be looking to see what you do. They will quickly make judgements about you and even if wrong they will hamper you while you address the misconceptions. One way to avoid this is to do something to announce your arrival. What that might be will depend on the sources of power you can call upon (see Theory 86) and your position in the organisation. But don’t announce, emphasise or dwell on whatever you do. The more effortless your action seems the more impact it will have on people.
- Many people in Great Britain find it difficult and embarrassing to tell people what to do. It’s not part of their upbringing or social culture. Get over it! Management is hard enough without tying one hand behind your back. Power is one of the most effective weapons that you have in your arsenal. It should not be your weapon of first choice but when all else fails you must be willing to use it to compel compliance with your directions. You’ll find this incredibly difficult to do unless you regularly exercise the powers you have.
- Don’t resort to coercive power as your first choice if an instruction is ignored. To use coercion too early actually undermines your credibility with staff and colleagues. Think of coercion as your nuclear option and only use as a last resort – but always be willing to use it if all else fails.
- If it’s just one person that opposes you deal with them behind closed doors. If a group, led by one person that opposes you, deal with the leader in front of the group. Nasty, maybe. Effective, definitely.
QUESTIONS TO ASK
- Do I have a problem giving orders and enforcing compliance?
- Is there any particular person or group that oppose my instruction? How can I neutralise them?
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