Balancing Power and Influence
by Aris Metin
Power and Influence. It’s the usual plot for movies and television. It’s like Jekyll and Hyde, Day and Night, Sodom and Gomorrah, Batman and Robin. Each has its own set of advantages and disadvantages. For both to be truly effective, one must complement the other. As a skill, one can stand alone from the other — but possessing both makes you Master of the Universe.
According to Getsmarter.com, Power and Influence are naturally possessed traits of a leader as a consequence of authority. The difference? Power forces people to complete a task, while Influence helps them understand why that task is necessary.
Power is the capacity to get others to act based on authority that is exercised over others; often leading to resentment. People with power over others tend to talk more, to interrupt more, and to guide the conversation more by picking the topics, for example.
Influence is the ability to modify how a person develops, behaves, or thinks based on relationships and persuasion; often leading to respect.
Between the two, it is Influence that makes a leader inspiring, trustworthy, and command true loyalty.
Consider this example — a business owner, who led a BPO company with 800 people based in the metropolitan city decided to move its offices to a smaller building, in an industrial zone, 100 kilometers away. With the ongoing pandemic, he had hoped that letting go of a posh office in the city and moving into a smaller space with tax cuts could save money, have lesser operational expenses; and to augment the slowing of business, demanded employees to exert 110% output as a show of commitment. When he announced the new work strategy in the new normal, it resulted in a wave of demotivation. Employees didn’t want to go back to work while there is a pandemic; the long commute is risky and no transportation strategy was set; additionally, they wanted clearer information on the company’s financial standing. Indeed, the business owner has the Power to make decisions for the company as a whole, but he failed to solicit buy-in from others within the organization, who could have helped him communicate the purpose of his actions. He could have exercised Influence within the business through others. While the owner looked into cost cutting and cost efficiency, he overlooked people’s feelings of uncertainty, quarantine fatigue, or financial helplessness. The business owner’s lack of skill to communicate effectively and to influence stakeholders eventually led to distrust and discontent; a ticking time bomb.
Influence, on the other hand, has positive impact on others; it is a skill that can persuade or convince employees and co-workers to gain their support. With the ability to influence and communicate, one can get buy-in from key people, persuade employees and co-workers to support your cause, and engage them wholeheartedly.
According to Achieveit.com, to increase influence throughout the organization, keep these five principles in mind:
- Influence is a product of trust.
- Influencing is about listening to understand others’ interests.
- People are open to influence when they are “heard” first.
- Influencing is not a persuasive moment, but a persuasive process.
- It takes time.
With Power and Influence, there must be a balance. Too much power creates resistance, but with too little power, accountability slips. Influence becomes ineffective when individuals become so focused on the desired outcome that they fail to fully consider the situation. With Influence, one may gain short-term desired outcome, but can do long-term damage to the organization, as it creates an atmosphere of distrust.
The ability to influence is not always easy or clear. Each person has a unique personality and set of experiences that inform their reaction to change. The “right” way to influence change in everyone can be elusive. Leaders who become frustrated because they are unable to figure out how to help someone change are usually tempted to fall back on a “Just do it!” or “I said so!” approach.
Meanwhile, there is also a difference between Influence and Manipulation. The fundamental difference between the two is intent — intent based on principles of honesty, fairness, and benefit. But Manipulation is an entirely new topic, maybe for another article.
We need leaders who can balance Power and Influence; the ability to push and to pull. Too much emphasis on Power can frustrate and diminish people. Too much effort on Influence and the business becomes immobile because leaders are not making it happen when the going gets tough.
References:
Balancing Power and Influence as a Leader During Change | Enclaria: Influence Change at Work
When Your Influence Is Ineffective (hbr.org)
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About the author:
Aris Metin is a Group Managing Consultant of EDI-Staffbuilders International, the overseas recruitment arm of John Clements Consultants.
