How to assess Power and Influence: a simple but effective method
The 8 P's of Power by Andrew Constable
Relates to position in the organisational hierarchy, and where the role sits in relation to other roles. Refers to the formal authority attached to a particular role. Indicators can include job title, location and type of office space etc.
Refers to the expertise and knowledge an individual possesses, which has been accumulated over time. Indicators are formal educational qualifications (academic, professional and vocational), membership of professional bodies etc.
This is an individual's track record - the sum of experience and achievements, successes and failures gained over time. It also includes the reputation of the person - what people say about him/her, what she/he is known for.
The collection of personal attributes, attitudes, skills and competencies that an individual carries with them, regardless of the formal roles they fulfil. This includes their character and personality, as well as transferable skills such as communication, listening, presenting, time management etc.
This refers to the connections a person has, both formal and informal, which can be made use of, explicitly or implicitly, in order to influence events and get things done. It is primarily about the relationships the individual has with others, and includes the ability to network effectively, internally and externally.
This describes an individual's current contribution to the organisation, as perceived by others. It is reflected formally through performance review processes, and informally through the 'currency' the person has at this time. This can change quickly and dramatically.
Probably the most difficult to describe - it refers to the impact an individual has on others when they walk into a room, talk to others etc. It has a physical dimension to it - how someone carries him/herself, sits etc, but it is not necessarily about physical size itself.
If an individual has a large budget or is able to authorise significant expenditure, then this provides them with a certain amount of power. This is closely linked with the formal role the person has, and is probably the source of power that the individual is least likely to be able to influence.
© Andrew Constable 2006
Bioteams Books Reviews
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.