The Key to Power
Most of the leaders around the world experience a stage when they understand the fact that wielding power may cause harm to their status and profile. When you try to exercise control over other members, it displays an opposing side of your personality.
Whether you are dealing with the crisis or it is time to organize work with your remote teams, if you try to establish authority by pressing others, it may lead to poor performance. The path further goes to disputes and may even seize the opportunities.
Over the decades, experienced professionals have understood that the approach of power goes beyond mobilizing and exerting control over others. The power model should be dynamic, relational, and situational to draw the best out of every situation.
Key to power:
Many leaders consider power as their personal quality, developed from their formal titles, skills, accreditations, and experience. They may consider it as an outcome of their energy, resilience, and charisma. But it is also essential to understand that power again arises from many situational factors such as environment, objectives, and bases of power. Some studies reveal that many leaders limit their abilities just because they fail to cultivate sources of influence over personal charisma and authority.
Here we have listed a few steps that you should follow to identify and deploy various situational sources of power:
Think about the change:
The first most task you need to do is think about the nature of your planned goals. Probably you are trying to implement new strategies to deal with the crisis or wish to refine the existing processes of team collaborations. Brainstorm how you can engage others to achieve these goals. Assess the importance of these goals for yourself and other colleagues and team members as well. You can capture the emotions and energy of other members-only if the outcomes are related to them. You cannot force others to work for your demands and objectives. But it would be best if you considered how it could create an opportunity for other members.
Identify challenges and turn them into advantages:
No matter what kind of goals you are trying to achieve, you may find many hidden roadblocks and challenges on your way to success. In such situations, you need to use your power for significant development and find smarter solutions to achieve the outcome. Instead of leaving all the workload on your team members, you should take the lead and use your power to guide and encourage them. Power is not a tool to depress others; rather, it must be a potential element to push the teams towards success.
Step beyond the credentials and recognition:
Some studies reveal that many corporate leaders give the main priority to their formal positions and status markers. But this is not the real exercise for power. It would be best if you looked beyond titles, recognition, and credentials. Work to eliminate challenges and support others to obtain team success.
Power should not isolate you from others; instead, it should leverage a healthy relationship with others. Make smart trade-offs and pay close attention to the growth aspects.