Power. The word itself evokes a reaction. What thoughts or feelings do you have when you think of power? Perhaps you picture an organisational 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—empathising, 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 behaviour. 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. Prioritise 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 organisations 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 organisational 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.
About the author:
Randy Conley is the Vice President of Client Services and Trust Practice Leader at The Ken Blanchard Companies.