Your title will only get you so far
I had a very interesting boss for my first job after college (let’s call him Mr. Smith). He had his positive traits – supporting new employees, providing meaningful feedback, and rewarding employees who go “above and beyond.” Unfortunately, he had some really bad habits, too. His predecessor was beloved and left the role for retirement; yet Mr. Smith consistently insulted the work of his predecessor and highlighted the need for drastic change. He did not respect the veteran employees, even calling them names at staff meetings. Most of all, Mr. Smith relied solely on the authority of his position to enact change.
What is positional authority? This is the power vested in a particular rank or title in an organization. In other words, it is connected to the position itself, not to the traits or actions of the leader.
Positional authority – legitimate power - is real, and people respond to it. We change our behavior when the boss is around or watch our language around a minister. We may do these things out of respect, habit, fear, or a myriad of other motivations. However, when a leader relies on his or her legitimate power to dictate change, be ready for potential resistance. Other types of positional authority are reward power (authority to give rewards to others) and coercive power (authority to punish).
In “3 Unintended Consequences of Relying on Positional Authority,” the author provides these cautions:
The more it’s used, the less it works.
It leads to buy-in, not ownership.
You win the battle but lose the war.
Looking back 30 years, I realize Mr. Smith suffered these exact consequences. At first, I found myself responding to his leadership, mostly because I am a person who respects authority and the power that is connected to title and role. After all, this was the guy who would determine whether I continued working a job I loved. He made decisions and expected us to follow (“buy-in”), but he didn’t give us a role in the decision-making process (“ownership”). Over time, his authority alone was an insufficient motivator for me to follow. Ultimately, his poor leadership caused him to move to a different role.
Mr. Smith never seemed to recognize the benefit of a different type of power – personal power, and as result, all he had was positional authority. Positional authority – legitimate, reward, and coercive powers - is not enough to garner a faithful followership.
What is personal power? Personal power is connected to our personal characteristics. One type of personal power is expert power – authority that flows from our knowledge and skills in an area. Referent power is another type of personal power, and it is based on personality characteristics that gain the attention, admiration, or respect of others. For example, we may initially tune into a TED Talk because of the person’s title or position, but we continue watching because of how they communicate their expertise in an engaging and meaningful way. Positional authority may gain our attention, but personal power tends to keep it.
As Caro states, personal power is “much more magnetic...we all gravitate towards charismatic people who have the ability to walk into a room and make each person feel like the most important person there. They are so comfortable in their own skin that they can focus their attention outward, inspiring others and bringing out the best in them. These are the leaders who most of us would follow anywhere.”
How do we establish personal power? Here are a few suggestions:
Become an expert who is a humble learner. Experts who come across as “know-it-alls" will erode their personal power, but people who have a deep expertise combined with humility and openness are able to establish expert power that causes people to pay attention. They also recognize the expertise below them (in the org chart), and they demonstrate a value of that wisdom by listening to their employees and admitting the limitations of their own knowledge.
Model good character. Good character traits are usually considered to be honesty, respectfulness, compassion, humility, loyalty, courage, selflessness, and kindness (among others). People with good character act in a way that is consistent with their beliefs, and they are not afraid to make a stand for what is right. People who consistently demonstrate good character are building referent power, whether those people hold leadership positions or not. Ask people who they would prefer to follow – good people or people with good titles – and what will be their answer? Good people, without a doubt.
Demonstrate emotional intelligence. Leaders with a high degree of emotional intelligence are conscious of what they say and do, as well as being aware of the effect of their words and actions on others. As a result, they understand the power of effective communication – the written and spoken word and the ability to listen and understand. This care for others, combined with good communication skills, builds personal power.
The good news is you can develop the knowledge, skills, and character associated with personal power.
Remember, “your title will only get you so far” and positional authority “won’t win the hearts and minds of your people" (Caro). Through relationships built on integrity and a genuine care for others, you can win hearts and minds.
So take the time to develop a leadership plan and start establishing your personal authority today. Consider a leadership coach to help you...ABL Wise would be happy to help.
Sources: 3 Unintended Consequences of Relying on Positional Power by Joyner and Do You Exude Personal Power or Do You Rely on Positional Power? by Caro
