Are You Power Wise?

“The measure of a man is what he does with power.

—Plato

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I distinctly remember as a young girl, all the powers I wished I had. I imagined having the power to get all my chores done by wiggling my nose just like Samantha from Bewitched, or being half of the Wonder Twins and saving others by activating my wonder twins power. And of course, growing up in the ’70s and 80’s meant having a healthy obsession with Star Wars and the ever-powerful Jedi. During childhood, power represented the heroical, of taking on any challenge, and overcoming adversity. It was all about the power to do something challenging or accomplish something significant. 

Fast forward many decades, and after holding elected office as a cabinet minister for two terms, power took on new meaning for me. Being around politics shaped my perception of power, and it became more synonymous with control, coercion, and dominance than heroics. It was one of the reasons I chose to walk away from politics altogether.

The word power may be one of the most misunderstood and misjudged terms we’ve ever known. The word can be equally uplifting or off-putting, the difference which relies heavily on the actions and context surrounding it. After reading Gilbert Fairholm’s book Organizational Power Politics (2009), I began to re-examine the concept of power and began to see why it is crucial to discuss power in the context of leadership more openly and honestly. The reality is that we all use power in various ways, both personally and professionally and simply put is a natural result of being part of a group. Being an effective leader requires an understanding of power, recognizing how you use it, and knowing how and when to pass it on to others.

Photo by ronstik/iStock / Getty Images

Fairholm defines power as “a personal tool that leaders, and followers, use in interpersonal relationships”. He further argues that power is ethically neutral and that both negative and positive applications of power exist and are wholly dependent upon the motives and values of the person using the power. Plato’s quote, “the measure of a man is what he does with power” speaks to this idea.

In essence, it is not having power that poses a problem, but how and why it is being used can have adverse effects on people and organizations. Power can be used to accomplish “good” or be used for selfish and destructive purposes. We have seen the most insidious example of the dangerous effects associated with the abuse of power unfold before our eyes over the last few days in Washington, D.C. This display of unethical and immoral leadership by Donald Trump and his allies contributes to the bad rap that power has garnered, exemplifying what power over seeks to accomplish throughout history.

Being an effective leader requires an understanding of power, recognizing how you use it, and knowing how and when to pass it on to others.

You’ve undoubtedly experienced a leader that has used power to accomplish their goals. A boss that threatens to fire someone if they fail to comply with their demands is thought to be on a power trip. However, a leader who relies on their expertise and knowledge to influence others, or uses their power to empower others, may be referred to as a powerhouse. Power exists on a broad and complex spectrum.

So why is it essential for leaders to gain a deeper understanding of this subject? Firstly, because being an effective leader requires an honest account of what motivates and drives us, and ultimately how that translates into actions. Power can undoubtedly serve as both a driver and a tool for leaders, but it can also get in the way of being an effective leader. Understanding your relationship with power will contribute to deeper self-awareness, a critical success factor for leaders.

‘Fearless Girl’ Photo by Hyunwon Jang on Unsplash

Secondly, leaders should be aware of how others use power and how it is being used within their organization. Only by intentionally examining power dynamics can we determine whether power is being underused, overused, or simply misused and creating a toxic work environment.

Familiarizing yourself with power and its implications begins by identifying what gives people power and how it can be used.  Many scholars have studied and theorized on this subject, and there is a tremendous amount of literature available. Among the most notable is the work done by social psychologists John French and Bertram Raven, who pioneered the study of power in the workplace. Their 1959 research theorized six bases of power:

Coercive – this form of power is used when punitive measures are taken to force compliance. Manipulation is also often used to draw power.

Legitimate – a power based on authority and formally appointed positions that are perceived to have the right to make demands.

Reward – this type of power is used when some kind of incentive or reward can be given to compensate those that comply with demands/requests.

Expert – this power stems from a person’s high levels of skill, knowledge and experience that are valued and sought after.

Referent – the most effective form of power. This stems from the admiration, respect, and trust that a leader holds. With referent power, a leader has influence not for what they can give or withhold, but simply because others identify and align with them.

Informational – power derived from a person’s ability to control information that others require to achieve a goal.

This is by no means an exhaustive list of all the forms of power that exist. Power can be associated with social affiliations, friendships, level of education, words spoken, just to name a few. Numerous other theories have emerged since French and Raven’s seminal work, including how power is harnessed and what tactics are used to apply power.

“Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it.”

- Warren Bennis 

With awareness comes the ability to make intentional choices. It can be beneficial for anyone, regardless of title or rank in an organization, to deepen their knowledge and reflect on their relationship with power. How is it being used? When is it being used? What is needed to build referent power? Are you relying on one form of power to achieve goals? How do you best pass on your power to (empower) others?

As the scholar, Warren Bennis once said, “Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it.” I may have given up my childhood dream of having (super)powers long ago. But I’ve since realized that choosing to use power wisely, to build trust and positively influence others to achieve individual and collective goals requires no wiggle of the nose.

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It’s Not That Bright Under The Streetlight

One of my favourite metaphorical stories is the ‘streetlight effect,’ also known as the ‘drunkard’s search.’ There are many versions of this quasi-parable, but they all go something like this:

One night, a police officer comes across a person (perhaps inebriated) on their hands and knees, appearing to search for something under a streetlight.

They explain to the officer that they have lost their keys.

The officer offers to help look.

After an hour of searching near the streetlight, neither of them are successful in locating the missing keys.

The officer finally asks the person if they can retrace their steps to narrow down where they may have dropped the keys.

The tipsy searcher tells the officer, “Oh, well, I think they fell out of my pocket when I was walking in the park down the street.”

Flabbergasted, the officer asks why they were looking under the streetlight, to which the person replies, “because the light is much better here.”

Ah yes, looking for answers in the easiest, most convenient places, but not necessarily where answers are meaningful and accurate. The streetlight effect has been used in various contexts, including scientific research, psychology and philosophy.

We’ve all done this at some point in our lives, and likely without a drink in sight. Perhaps nowhere is the ‘streetlight effect’ most prevalent then when it comes to matters involving ourselves. In a self-awareness study that researched 5,000 organizational leaders, 95% described themselves as being highly self-aware. Researchers discovered that only 10% to 15% actually displayed traits consistent with self-awareness (Eurich, 2014). Leaders may not be aware that they are not self-aware. That could make a great Alanis Morisette lyric.

Actively practising self-awareness is the equivalent of using a bright flashlight to search for the lost keys in the darkness. It may be time-consuming, perhaps at times unpleasant, but it is the only way to yield our desired results.

A coaching client of mine came to me to help her overcome the challenges she was facing at work. She was a successful executive who was incredibly passionate about her job. She had a capable team around her, but she was micromanaging them, and it was causing tension and resulted in a less-than-stellar performance review. When we first began speaking about the subject, she told me that the goal of our coaching conversations was to find ways to better articulate her expectations to her team.

It was my coachee’s belief that the problem was that her team did not fully understand why she had to be involved in their projects, and therefore improving how she communicated with them would make them see why she needed to be so “hands-on.” The stakes were high, and being involved and controlling certain parts of the work would increase the chance of success for the entire team. Fix communication, and that would lead to a better relationship with her people. In other words, the light was much better there.

If someone came to me with this issue before I was a coach, I would have been ready to dole out plenty of advice on overcoming the challenge. But coaching has taught me that advice-giving does little to change people’s beliefs. Being asked powerful open-ended questions in a non-judgemental way, rather than being told what others think about an issue, is the most effective way to gain clarity, improve self-awareness, and ultimately helps us move forward constructively.

As my client and I explored the subject in search of clarity, there was one question that I asked that was particularly thought-provoking for my client:

“What do you believe is your primary job as a leader of people?”

My client knew that her job as a leader was to develop her people and ensure they were supported in the work they produced. The question I asked invited her to self-reflect on how she was delivering against this important leadership aspect. She eventually concluded that by micromanaging, she was robbing her team of the opportunity to develop and showcase their talents, and it was also preventing her from generating big picture ideas because she was so wrapped up in minute details. Her actions did not align with the leader she wanted to be. Before long, her goal shifted from ‘improving communication’ to creating an action plan on building trust with her team. The process led her away from the narrow reflection of the streetlight, towards unexplored and more meaningful areas of leadership.

“What do your “keys” look like in the year ahead, and where are you prepared to search for them?”

As we move towards the end of this unfathomable year when we typically engage in reflection and planning, it may be an opportune moment to ask yourself the following:

What do my “keys” look like, i.e. what is important to me in the year ahead? What answers am I looking for?

Will I search in the easiest places, under the convenience of available light? Or am I willing to fumble in the dark to gain meaningful insight and the outcome I want and need?

No matter what you will search for in the year ahead, whether they be personal, professional, or both, know that self-awareness can help challenge the streetlight effect and act as the brightest of lights in the darkest of corners to inevitably find the answers you are looking for.

An Impostor in The Labyrinth

Have you ever felt that your career successes can best be attributed to having great timing? Or perhaps you think that it was a matter of luck or a string of flukes? Maybe you even fear that you may not accomplish anything significant again, or perhaps others' will soon find out that you are not deserving of the success you've had. If these are occasional or frequent thoughts, then you may be experiencing Impostor Syndrome[1].

A psychological term coined in the 1970s by clinical psychologists Pauline Clance and Suzanne Imes, Impostor Syndrome refers to a phenomenon where people have difficulty internalizing their accomplishments and fear that they may soon be exposed as a fraud, even when there is ample evidence to show that they are competent and capable in the work they do.

You've likely heard of this term, and even more likely felt it at some point in your career. It is estimated that approximately 70% of adults reported having Impostor Syndrome at least once in their life[2]. But is it always a problem? Having some self-doubt may be an inevitable part of being a contemplative adult, and perhaps a small dose of self-doubt is a way to push yourself to excel at what you do. There's a lot to be said for having a tamed ego in a world that seems to hand out prizes for self-aggrandizement. Having Impostor Syndrome, however, goes beyond healthy humility. Rooted in perfectionism, Impostor Syndrome can be debilitating and exhausting, and over time can lead to anxiety and increased levels of stress-causing cortisol. It can also be challenging to speak to others about, especially when exuding self-confidence is perceived as a prerequisite to leading others.

IMposter SYndrome Assessment

Take the Clance Imposter Phenomenon Test* to determine how prevalent feelings of Imposter Syndrome are for you.

Click here

“Rooted in perfectionism, Impostor Syndrome can be debilitating and exhausting, and over time can lead to anxiety and increased levels of stress-causing cortisol. ”

While Impostor Syndrome can affect both genders, several studies have revealed that it often affects high-achieving women who have experienced notable academic or career accomplishments. It has also been found to have an outsized impact on black, indigenous, and people of colour (BIPOC), and those within the LGBTQ community. Impostor Syndrome seems to thrive in high-achieving settings with low diversity and inclusion. If dealing with Impostor Syndrome is not hard enough, add to this the notion that women may no longer encounter the metaphorical "glass ceiling" as they advance in their career, but rather the twists, turns, and possible dead ends that one would meet in a labyrinth[3]. The Rosenzweig Report has tracked the number of women in named positions across publicly traded companies in Canada over the past 15 years. In 2020, the report noted 538 Named Executive Officers (NEOs), of which 495 are men, and 43 are women. This count represents a drop in female executives from 9.6% in 2019 to 7.99% in 2020[4].

The global pandemic may further impact female representation in senior leadership positions given the share of childcare and eldercare that have been carried by women when schools and alternative care services were closed. With internal and external factors potentially impeding women's career journeys, the prospects of experiencing a fulfilling and smooth ascension throughout their work years may seem quite bleak. In summary, the struggle is real!

So, how can you navigate these obstacles to enjoy a fulfilling and rewarding career experience when some aspects aren't even within your control, rather they are systemic issues that need fixing? There is no doubt that the burden for correcting societal inequities should not rest on those on the receiving end of those inequities. Yet waiting for things to be fixed may not be an option. Focusing on what is in your control can be the key to moving forward in an effective way.

Professional coaching can be a tool that helps unpack and overcome some of the challenges faced along career paths. Coaching is not counselling, advisory, mentoring, or therapy, which can offer various professional support types. Coaching is a distinct process whereby a coach listens attentively, asks effective open-ended questions within a psychologically safe and non-judgmental environment.

The purpose of coaching is to invite exploration of topics that lead to clarity of mind, goal setting, and uncover new thinking that ultimately spurs action to move you forward. At its core, coaching is future-focused. For example, a coaching conversation that focuses on feelings related to Impostor Syndrome could explore the negative impacts it has had on your career, but also ask questions such as:

"How will having Impostor Syndrome benefit your career going forward?"

"How would someone you respect and admire describe you?"

"How would you like to think of yourself when you think of your capabilities?"

By looking at the issue through a wider lens, there is a greater possibility of new thinking, creating solutions, and goal attainment. Focusing coaching conversations on both internal and external challenges can provide an aerial view of the labyrinth that can help you prevail over the forces that may hold you back in your professional life. As researchers and female leadership experts Alice Eagly and Linda Carli put it, "When the eye can take in the whole of the puzzle – the starting position, the goal, and the maze of walls – solutions begin to suggest themselves."

Over the past few days, we have witnessed many historic firsts unfolding. Kamala Harris is the first woman, first Black and first South Asian ever elected as Vice President in the U.S. With his choice, President-elect Joe Biden aimed for experience, competence and, at the same time, was deliberate. This underscores the purposeful approach that is required to move the female leadership needle.

On the campaign trail, Harris had some advice for young women, saying, “you never have to ask anyone to give you permission to lead.” Harris’s words speak to the importance of women carving their own path through the labyrinth.

There is still much work to be done before we see true gender parity of leadership roles. Yet, perhaps we’ve now gotten a glimpse of what is possible on the other side of the labyrinth.

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[1] Clance PR, Imes SA. The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Group Dyn. 1978;15(3):241-247. doi:10.1037/h0086006

[2] Bravata, D., Watts, S., Keefer, A., Madhusudhan, D., Taylor, K., Clark, D., Nelson, R., Cokley, K., & Hagg, H. (2020). Prevalence, Predictors, and Treatment of Impostor Syndrome: a Systematic Review. Journal of General Internal Medicine : JGIM, 35(4), 1252–1275. https://doi.org/10.1007/s11606-019-05364-1

[3] Eagly, A., & Carli, L. (2007). Women and the labyrinth of leadership. Harvard Business Review, 85(9), 62–.

[4] Rosenzweig & Company, Annual Report, March 2020.

*Clance Imposter Phenomenon Scale. Online version created by Nickolas Means, Copyright 2014.

Conquering the Horns of a Dilemma

“Life is a constant oscillation between the sharp horns of dilemmas.”

— H.L. Mencken

How many decisions do you think you make in a day? From deciding what to wear, eat, watch, driving routes, to determining whether it's time to put your home up for sale or change careers, the decisions we make may vary significantly in scope and complexity. It is estimated that the average adult can meet as many as 35,000 decisions in a day, over 200 of those around food choices alone[1]!

Of course, not all decisions require the same degree of acumen, nor are implications for those decisions equal. We may not even question our decisions unless they lead to undesirable outcomes that we didn't bargain for. To be honest, I'm still carrying the consequences for some of my past choices involving chocolate.

From time to time, we face decisions that are incredibly difficult to make. At the top of the difficult-decisions pyramid sits the toughest one of all: a dilemma. Dilemmas refer to decisions that must be made where choices available are equally unappealing or may solve one problem while creating another. There is seldom a clear choice with dilemmas, and all options, even inaction, carry the potential for loss. Dilemmas can be a struggle between our hearts and minds or merely a predicament of circumstances. The saying "on the horns of a dilemma" refers to the possibility of being impaled by either unpleasant choice. That's a pretty accurate metaphor.

Whether they've been business, social, moral or ethical, we've all faced dilemmas, and I would muster a guess that we are facing more dilemmas in 2020 than ever before. Some potential dilemmas that we may be dealing with:

• Should we terminate people for performance-related issues during a global pandemic or hold off as long as possible?

• Do we attempt large-scale organizational change now or play it safe and ride out these turbulent times?

• Do we confront someone in a position of authority for insensitive language or stay silent?

• Should we follow public health guidelines as closely as possible, or do we leave some wiggle room to hold on to some semblance of our former lives?

• Protect the economy or public health?

And the list goes on.

2020 dilemmas may be uniquely different, wrapped in profound complexity, doused with intense emotions and sprinkled with the levels of exhaustion unique to our experiences in a pandemic.

While there are no easy answers to handling a dilemma's horns, there are two elements that may help in dealing with complex problems. The first element is being aware of how our brain processes decisions. For many decades, researchers have studied the cognitive factors involved in decision-making and have identified numerous mental shortcuts unconsciously used. Known as heuristics, these shortcuts help us process situations and quickly solve problems. Left unchecked, it can show up as cognitive biases that can hinder rather than help us make smart decisions. It is estimated that there are over 100 biases (sometimes known as effects, traps, fallacies or cognitive errors) that can distort our decision-making. Each bias can derail good judgment, rational thinking, and our ability to make sound decisions, which are all fundamental when trying to make the best decisions.

Decision-making experts suggest using checklists to de-bias our thoughts. There are numerous frameworks available to detect and challenge heuristics that can cause potential blind spots. However, as researchers Daniel Kahneman, Dan Lovallo and Olivier Sibony [2] point out, awareness of our biases alone is not enough to eliminate them because we aren't very good at recognizing or confronting our own flaws.

This brings us to the second element. Research has shown that by including others in the decision-making process, it can challenge thinking and illuminate potential distortions. However, while we may be good at bringing others into the decision-making fold, it is often to get their perspective, ask advice or seek guidance. In other words, we turn to others hoping that they may have an answer that we don't have.

Rather than advice-seeking, involving someone who can ask open-ended questions evokes a more in-depth and thorough exploration of an issue, identifies potential bias, and empowers us to make better-informed decisions. Some examples of questions that could be asked:

What would admitting to a past error mean for your decision now?

What would someone with an alternative view advise you to do?

What other information would you need to help make a better decision?

What would be the worst-case scenario? What would be worse than that?

What decision would best reflect good character?

Being asked powerful open-ended questions can shine a light on our beliefs and cognitive biases that shape our world view, and ultimately, our decision-making. Professional coaching is grounded in the belief that asking open-ended questions empowers us to self-reflect, reframe and create actionable steps towards solutions. This 'asking versus telling' approach has been shown to lead to greater self-awareness, big-picture thinking, self-efficacy, positive behaviour changes, and greater clarity on issues[3].

Of course, we may not always have the luxury of deep contemplation before making a decision. Sometimes decisions must be made quickly and with little information. Sometimes we have to go with what our gut tells us because that's all we have at the moment. But we may encounter situations that allow us to press pause before making a choice. The next time a dilemma arises, take a moment to ask yourself who you could recruit to ask thought-provoking questions that may lead you to view the issue differently.

Dealing with a dilemma means choosing a path forward that may seem uncertain and agonizing. Partnering with someone who will listen and formulate powerful open-ended questions, rather than offering advice, can help you tackle difficult decisions and make those horns feel a lot less sharp.

- Michelle W.

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[1] Wansink, B., & Sobal, J. (2007). Mindless Eating: The 200 Daily Food Decisions We Overlook. Environment and Behavior, 39(1), 106–123. https://doi.org/10.1177/0013916506295573

[2] Kahneman D., Lovallo D., & Sibony, O. (2013) Before You Make That Big Decision. On Making Smart Decisions. Harvard Business Review. Boston, Massachusetts

[3] Moen, F., & Federici, R. A. (2012). The effect from external executive coaching. Coaching: An International Journal of Theory, Research and Practice, 5(2), 113-131. doi:10.1080/17521882.2012.708355