How Do You Get People to Let You Influence Them?
Virtually every candidate for President in the US campaign is talking about ‘change.’ In the last issue, John explained the difference between Change (alterations within a given set of conditions) and Transformation (an alteration of that set of conditions). Here, he looks at what kind of power someone
(like a President) has available, and what happens when they use them. –The Editor
Where Does Power Come From?
Ultimately, power or influence is granted to someone for reasons belonging to the person who grants it. Power or influence is not inherent in the one desiring to exercise it. Others give you power, you do not simply have power. The question then is: On what basis are people granting you the right to influence them? Social scientists have identified seven fundamental sources of power or influence. Each one has a ‘right’ time and place, as well as predictable consequences. (My primary source is work done by French and Raven in the 1960’s and Pfeiffer and Jones in the 1970’s. It’s more true today than ever. . .)
1. Position Power
This is power people give you as a result of the RANK you hold in the organization. Think org chart or ‘chain of command.’ People say to themselves: ‘I am letting you influence me because you are higher in the system than I am.’ Bosses, teachers, religious leaders, and
‘elders’ of any kind, walk around with this one, whether or not they intend to use it.
2. Coercive Power
This is power people give you as a result of your capacity to HURT them, or to make life hard for them in some way. There is an implied threat in this person’s presence. It could be physical—e.g. someone with a weapon—or organizational—e.g. their reputation as a punisher. People say to themselves: ‘I am letting you influence me because you could hurt me if I don’t.’ For bosses, teachers and politicians, this one comes with the territory.
3. Reward Power
This is power people give you as a result of what you could do to give them something they WANT or need. Think Pavlov or Skinner here: positive reinforcement. People say to themselves: ‘I am letting you influence me because you could give me something that I would like to have.’ Bosses have this naturally, again, as do teachers and politicians.
4. Personal Power
This is power people give you as a result of WHO you ARE as a human being. In Social Science jargon, this is called ‘referent power.’ It means the other person sees in you things they admire or simply like. People say to themselves: ‘I am letting you influence me because I like who I am when you are around. I feel good (or strong, or valued, or significant, or safe, or __) in your presence.’ These are people who just make you feel good when you are around them. They inspire you, move you, or touch you, and your trust flows naturally toward them.
5. Information Power
This is power people give you as a result of WHAT you KNOW that they believe they need. This is knowing about things that are important to people. Think of it as ‘needed knowledge.’ People say to themselves: ‘I am letting you influence me because you know something that could help me.’ We sometimes want to follow someone who seems to ‘know stuff,’ or who is an expert in a field of study we need to know about.
6. Connection Power
This is power people give you as a result of WHO you KNOW that they believe they need to have access to. This is granted to someone who has a special relationship with important people. Someone says to themselves: ‘I am letting you influence me because you know someone that could benefit me.’ For instance, the boss’ secretary—who is pretty low on the Position Power totem pole—is often one of the most powerful people in an organization. knowledge.’ People say to themselves: ‘I am letting you influence me because you know something that could help me.’ We sometimes want to follow someone who seems to ‘know stuff,’ or who is an expert in a field of study we need to know about.
7. Expertise Power
This is power people give you as a result of stuff you KNOW HOW to DO. Think Brain Surgeon here. People say to themselves: ‘I am letting you influence me because you can do something that I need done.’ Personally, if I need brain surgery, I’m not looking for someone who knows a lot about the subject (Information Power), or someone who knows people who can do the job (Connection Power), or someone I like a lot (Personal Power). I want someone who can DO the work (Expertise Power). In organizations, people who happen to be skilled at things like project management, meeting facilitation and conflict resolution—all Expertise Power ‘currencies’—are often fast-tracked and highly-respected. knowledge.’ People say to themselves: ‘I am letting you influence me because you know something that could help me.’ We sometimes want to follow someone who seems to ‘know stuff,’ or who is an expert in a field of study we need to know about.
What Happens When You Use Them?
There are times when each of these sources of power would be 100% appropriate, along with their potential (often unintended) consequences. When someone exercises Position Power (I’m ‘higher’ than you are), or Coercive Power (I can hurt you), and even Reward Power (I can give you a goodie), what you get is compliance. That may be all you want. When I was on watch as Officer of the Deck on my Destroyer in the US Navy, I said things like, ‘Right Full Rudder! All Ahead 2/3!’ and the Helmsman and person on the Engine-Order Telegraph would jump to it. I didn’t care how they felt about it, or even if they agreed with the order. I just needed them to do it—and right away. Compliance was sufficient. Physicians in the emergency room would be another example. knowledge.’ People say to themselves: ‘I am letting you influence me because you know something that could help me.’ We sometimes want to follow someone who seems to ‘know stuff,’ or who is an expert in a field of study we need to know about.
‘Right Full Rudder!’ Just do it. . .
There are times in a leader’s tenure when they simply have to give orders (Position Power), or imply a political (read career) threat (Coercive Power), or promise a sweetener (Reward Power). If all that is needed in the short-term is compliance, these options work OK. They are transactional in nature. You do this for me—I do this for you (or don’t do this TO you). The up-side is usually quick action in alignment with what you want.
Compliance vs Commitment
Long-term, however, the down-side of these three sources of power can come back to haunt you. Where commitment may be required—and not compliance—they usually prove insufficient. Commitment involves something more from a person than simple action; commitment involves the heart.
This is because of a fundamental truth I first heard from Jan Smith, and then from Mark Yeoell: ‘All power to accomplish flows through relationship.’ Compliance can happen in situations where there is no relationship at all: strangers on a street corner or people in a huge organization. Commitment (i.e. the whole-hearted investment of discretionary effort), can only happen inside another, deeper, kind of relationship, one where both parties know they are connected, significant—and safe.
Something to Think About
So, when you are getting people to do what you want, what is happening to the relationship? Over time, relying on the first three (transactional) sources of power often results in a self-protective response in the people granting you the power: ‘I’ll do what they say, but I’m also going to watch my back. . .’ My suggestion: THINK about what sources of influence are available to you, and what kind of relationship you need with those involved (short term and long term), and then CHOOSE one consciously, aware of the possible consequences.
! What kind of power do you rely on most often?
! How is it working for you?
! For those around you?
! Which one(s) do you need to step into more often—or wean yourself from?
–John J. Scherer
