Strategize To Succeed
PC402 – Power Styles For You

       Welcome to the next episode of Strategize To Succeed™. Selectively applying the strategies which we discuss each week will help you as you progress from conditions to opportunities to successes.

       Today, we are continuing the discussion from the last episode entitled, “Start The Year At The Top.” To refresh your memory, in that episode, the subject was the issue of power.  In particular, the categories of power which were delineated by social psychologists John French and Bertram Raven. As you may recall, they isolated five types of power in 1959 and, then in 1965, Raven felt that a sixth type of power was a necessary addition to the options.

       The five original types of power, in alphabetical order, are coercive, expert, legitimate, referent, and reward. The sixth form of power is informational.

       As Your Mentor indicated in our last session, this week’s podcast episode will focus on the type or types of power which can probably serve you best throughout your life.

       Of the six forms of power, I take the position that the list divides itself into two groups of three: those which offer significant disadvantages, and those which can help you to offer both benefits to others and to yourself.

       First, let’s address the least helpful forms of power.

       Coercion. The basis of coercion is for an individual to get their own way by using threats or force. Essentially, this form of power expresses the personification of the schoolyard bully. We all recognize that this behavior was unacceptable when we were children and, it is even more intolerable when it is demonstrated by adults. Coercion illustrates some of the worst of human nature, primarily because its currency is fear. It seems unlikely that there would be any conditions under which such behavior should be viewed as acceptable.

       Legitimate power is much less problematic than coercion. Very simply, one has legitimate power if one is put in charge by having won an election, or there is some other rule-based authority which conveys the power. However, keep in mind that one only receives power if others mandate that they should have such power. So, even if you want to assume power, other than choosing to run for election and campaigning, you have no control over the success of gaining power; that opportunity is up to others to bestow. Further, your ability to maintain your power is determined by an electorate which decides whether or not you are fit to hold on to your power. To operate with such legitimate power requires that there be a constant level of cooperation with those who granted the power initially.

      The third power group which, to my thinking, offers less than optimal benefits is found with reward power. When thinking about reward power, the central concept is incentives. A cautionary note: some might consider the basis for such cooperation to be bribery. However, reward power does work on the premise that others may respond to concrete motivation in order to be productive or to fulfill their pre-established responsibilities. That philosophy is good and well, and there is nothing wrong with it if applied sparingly and with discretion. The problem is that its effectiveness diminishes over time. And, in fact, when bestowed upon some subordinates, the attitude change can become significantly negative, resulting in an air of condescension and unnecessary superiority by those who receive the rewards.

      The three forms of power just outlined generally do not seem to serve one’s best interest as a way in which to conduct one’s life and, at times, may present more problems than solutions.

      However, as we review the three power options which I consider to be more viable choices, I would suggest that you take an open-minded view of their possible interrelationship.

      One of the most clear-cut forms of a power grant emanates from knowledge. Expert power is created when someone is revealed to have significant knowledge or skill in a specific area, and that area of expertise is recognized to be of interest to others. Power may then be accorded to this expert by those who regard the knowledge as important, helpful, or worthy of merit. Expert power cannot be self-appointed; quite simply, if no one knows about one’s expertise, that expert does not have any power to wield. In addition, if one has had expert power and the expertise has been eroded or demonstrated to be false, the expert power upon which it had been based will likely quickly diminish.

      Also, knowledge-based similar to expert power is informational power. Informational power focuses on the impact and influence of knowledge upon others. Informational power may be distinguished from expert power based on how information is revealed. Frequently, experts are sought out for their knowledge, but on average, they seem to be rather self-contained and are satisfied learning and advancing in their respective fields.

      Conversely, informational power is within greater control of the individual who is privy to certain information and can then decide what to do with it. Once they are in possession of information, the person with the informational power has the ability to exercise that power by the way in which they choose to release that information to others. The limit of one’s informational power is generally the extent to which the knowledge is significant and how it is handled. Once that individual no longer has any information which could influence how others would react, it then becomes likely that their level of power would diminish.

      The sixth and final type of power is referent power. Perhaps the best way to think of this power is to consider the word charisma. The person with referent power gains that power by the very nature of their personality. Their special talent is that they have a magnetic charm, viewed as worthwhile, which draws people to them. Keep in mind that there is no concrete talent or skill which accompanies referent power. However, as I mentioned in the last episode, although I have not read this comparison, to my thinking, an individual who has referent power is likely strong in the soft skills. These skills have become very much in demand recently in the corporate arena. Soft skills are the non-tangibles. Such skills have been developed usually through life experience and enhance one’s ability to work well with and communicate with others. An individual with referent power is regarded as worthy of respect based on their treatment of other people. However, it is generally held that referent power is not sufficiently substantive solely to support an individual’s ascension and maintenance of their power.

      Generally, it would seem inappropriate to plot and plan how one should rise to power. And, if an individual were responsible for crafting such a maneuver, it is likely that the result would be a short-lived, ill-conceived effort that would either end in failure or, if successful, would only be by happenstance.

      That being said, I would suggest that you look at these three types of power, but reframe them slightly so that you’re not focused on the power itself. Instead, view them as indicators of character traits. Then, however they are subsequently perceived becomes the responsibility of others who may feel obliged to create labels. Your emphasis should be on developing your character.

      When selecting the personality profile which you feel would be advantageous to your growth and development, I would recommend that the first, and easiest choice, would be to include the elements found in referent power. This form of power centers more on personal qualities than having a developed skill or specific knowledge. It combines a strong set of fundamental qualities which set one up for being both a good team member and a leader. And these qualities will only strengthen and improve if nurtured over time.

      An individual with referent power would become more fully developed if these talents were combined with those found in expert power or informational power.

      You likely know the old saying that “knowledge is power.” Well, both expert and informational power fall within that category. And individuals who possess either form of knowledge have a definite advantage. Whether one type has better qualities than the other, I don’t know. The greater value would seem to be not so much in the content but, rather, in how the content is utilized or applied. Is knowledge being shared for its own sake of learning or betterment, or is it being offered in order to persuade others to take a certain position?

      Of course, the expert, on the surface, would seem to have a purer motive than someone trading in information. So, the effects of the knowledge may be comparable, but it is the motive held behind its usage. And that becomes more of a philosophical issue. 

      However, notwithstanding the thought process involved, the bottom line is that regardless of expert or informational power, the important aspect is to continuously learn and look for opportunities to apply that knowledge.

      The combination of referent power with expert, or possibly informational, power would seem to result in a strong group of character traits which can help each of us develop and participate to our maximum level of capability throughout life. A level of power may attach to the refinement of these skills, but I would suggest that dwelling on power formation is not a productive use of talent, especially in the early stages. Power can be most effective when the impetus for it comes from other people.

      Thank you for sharing your time today. Remember, your application of strategic decision-making approaches can result in more beneficial outcomes for you, both professionally and personally. Why not turn that process into your opportunity?  

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