A New Prescription for Power
Elizabeth Long Lingo and Kathleen L. McGinn | page 090
Leaders often view power as a purely personal quality, derived from their formal roles and titles, accreditations, skills, and experience; from the information they control and the reputation they’ve built; and from their charisma, resilience, and energy. But as most discover, effectively wielding power is rarely straightforward. Simply exercising control over others—the traditional concept of power—is often not the best strategy; it may not even be an option. Indeed, the most potent uses of power often involve no direct influence tactics at all.
The authors have developed an approach to power that goes beyond exerting control and mobilizes others’ energy and commitment. It focuses on three core dimensions:
Situational power rests on the ability to align objectives, the environment, and bases of power. Relational power is about connections and coalitions: They can be a major source of support, advice, information, and resources—but if neglected or ignored, they can loom as potential points of resistance. Dynamic power involves continually adapting influence strategies to changes in organizational and social systems.
The degree to which leaders draw on all three dimensions of power determines how effectively they get things done.
HBR Reprint R2004D
What’s Your Negotiation Strategy?
Jonathan Hughes and Danny Ertel | page 100
Many people don’t tackle negotiations in a proactive way; instead, they simply react to moves the other side makes. While that approach may work in a lot of instances, complex deals demand a much more strategic approach.
The best negotiators look beyond their immediate counterparts to see if other constituencies have a stake in the deal’s outcome or value to contribute; rethink the scope and timing of talks; and search for connections across
multiple deals. They also get creative about the process and framing of negotiations, ditching the binary thinking that can lock negotiators into unproductive zero-sum postures.
Applying such strategic techniques will allow dealmakers to find novel sources of leverage, realize bigger opportunities, and achieve outcomes that maximize value for both sides.
HBR Reprint R2004E
Make the Most of Your Relocation
Prithwiraj Choudhury page 110
Although the Covid-19 crisis has halted travel in recent months, geographic mobility has become critical for managers and knowledge workers hoping to advance in today’s globalized economy, and that trend is unlikely to reverse. Assignments far from headquarters can pay off financially and can boost your career by improving your problem-solving and leadership skills and building your networks. Yet they also have constraints and costs. Anyone contemplating such a move should think through its full implications first.
Research on people in a variety of organizations around the world—from Indian bureaucrats to American consultants—suggests some common principles for getting the most out of relocations: (1) Make moves early in your career, when hurdles are usually lower and you can apply the learning over many more years of work. (2) Step out of your comfort zone to stretch your abilities. (3) Find creative workarounds for constraints. (4) To minimize the psychological costs, find ways to stay connected to home. (5) Time your trips to HQ strategically, and plan the next step right from the start.
HBR Reprint R2004H