POWER

I remember very clearly the origin of this Influence practice,” says Mike Maginn, lead designer of the original Influence program. “John Humphrey had just come in from a post lunch walk. He was wearing his peacoat and black watch cap. He stood in my office door and said: ‘Sharing power. Sharing power.’ It’s the hardest thing to do, and the most important thing to do.”

In the Control stage of group development (see Figure II.1) it becomes especially easy for people to get caught up in power struggles. The early excitement and esprit de corps have waned; the work is proving more arduous than anyone expected; individuals are anxious to be recognized, to be heard, to get their way. By sharing power, the quiet influencer reduces anxiety and increases confidence—everyone’s confidence—so the group becomes less inclined to internal squabbling and more inclined to forward motion.

Sharing power is hard because chasing power is tempting. In Part II, we’ll meet three types of power chaser:

The baron sees life as a perpetual battle with enemies on every side.

The legalist is about exerting control through bureaucracy.

The seducer uses charisma to win others over.

None of these types is all bad, for there are circumstances in which each may shine. Fighting fiercely for a noble cause (as the baron may), or keeping a complex system in order (legalist), or being smoothly diplomatic (seducer)—there are times and places for such abilities. Where we go wrong is when we follow one of these paths myopically, forsaking the path to real influence. We’ll gain some power, yes, but it will be temporary, limited, and costly.

The specific influence practices we’ll explore in these chapters are:

5) Converting adversaries to allies by aligning interests

6) Backing those who take the lead

7) Finding ways to be effective in the face of aggressions

8) Managing your own emotions and behavior

Figure II.1: Sharing Power