Exercising Influence

All influential managers have power but not all powerful managers have influence! So says Hill in her HBR article “Exercising influence: Reconciling Myths and Realities – The Case of New Managers”, 1994, Reprint 9-494-080. The paradox of power is that sharing power actually increases a manager’s power (Conger, 1989) and Hill expands on this to suggest two key ways that power can be converted into influence: by agenda-setting and network-building. By moving from a concept of “authority” to inter-dependencies, the new manager empowers others and develops mutually beneficial relationships, thereby increasing influence.

Here are the principle steps to exercise influence followed by further considerations (“et alors?”)

Exercising Influence

In order to empower others and build mutually beneficial relationships, the leader must have a certain empathy with others. There is a sense of “stepping into the other’s shoes” to anticipate what are the other person’s motivations and drivers. Similarly, in accruing power through influence, the leader must “avoid the abuses” of powers. Accordingly:

Long-term relationships

Think not only about success in achieving your immediate objectives, but also about improving and maintaining the relationship.

Expertise

Avoid reliance on formal authority; instead wherever possible, rely on expertise as the source of power.

Sharing

Share power, do not hoard it. Realise that ends do not always justify the means. Think about building partnerships more than “doing deals”.

Interdependencies

Pursue objectives that are not entirely self-serving (recognize interdependencies and invest in others’ agendas).

Et alors?

In addressing the “myth” of authority and replacing it with the idea of interdependency, Hill talks about various “currencies” that can be exchanged in an organization to facilitate empowerment and networking. However, none of these currencies have any value unless the individual has created a foundation of trust. To create trust the individual has to set a clear agenda but demonstrate full integrity; and be open and transparent, but at the same time discrete and diplomatic. Whilst task specific skills (“expertise”) can build trust, these must be balanced with a clear demonstration of interpersonal skills, business sense and good judgment.

Having “desk-nominated” authority in an organization might give that individual a sense of power; however what is just as important in today’s fast-changing and increasingly complex world is the ability to influence. Power without influence might assist the achievement of short-term objectives but not necessarily those relating to the long-term. Today’s leaders have to be able to build trust, share their power and nurture interdependencies. The myth of authority is the anticipation of assuming “rights and privileges” as a leader; in reality it is better to regard formal authority as a duty and an obligation and therefore try to exercise influence rather than power…