{"id":3110,"date":"2019-12-04T16:30:42","date_gmt":"2019-12-05T00:30:42","guid":{"rendered":"https:\/\/markccrowley.com\/?p=3110"},"modified":"2021-02-22T15:18:22","modified_gmt":"2021-02-22T23:18:22","slug":"how-we-gain-power-and-influence-sciences-surprising-answer","status":"publish","type":"post","link":"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/how-we-gain-power-and-influence-sciences-surprising-answer\/","title":{"rendered":"How We Gain Power And Influence: Science\u2019s Surprising Answer"},"content":{"rendered":"

\"\"<\/a>In the late 19th Century, British historian, Lord Acton, famously asserted that \u201cpower corrupts.\u201d\u00a0And we surely needn\u2019t look too deeply within business, politics and every day life to find examples that validate this timeless truth.<\/p>\n

But new research from U.C. Berkeley social scientist, Dacher Keltner, confirms something few of us may ever have personally acknowledged with regard to Lord Acton\u2019s insight:\u00a0When we ourselves are given positions of power, we\u2019re<\/span> no less prone to abuse it.<\/em><\/p>\n

In the American workplace today, over half of workers admit to quitting jobs in order to flee a power-abusing boss.\u00a0And, of course, employee job satisfaction and engagement are mired in true crisis levels.\u00a0What Keltner\u2019s work reveals is that our common ways of applying power in managing people deserves much of the blame for these outcomes.<\/p>\n

For the past two decades, Keltner has been studying human emotions and how they influence behavior.\u00a0Tied to this work, he advised Pixar Studios in the making of their Academy Award-winning animated film, \u201cInside Out,\u201d and guided Facebook executives in creating their expanded options of “like” emoticons.\u00a0And in his new book,\u00a0The Power Paradox: How We Gain And Lose Influence,\u00a0<\/em>he explains why our traditional beliefs on leadership power must be tossed away if our goal is to succeed in motivating 21st Century workers.<\/p>\n

I recently met with Keltner and asked him to explain how our current beliefs about power were formed \u2013 and what new understanding must replace them. His conclusions have profound implications to the future of workplace leadership.<\/p>\n

We\u2019ve Held The Same Views On Power For 400 Years<\/strong><\/u><\/p>\n

\u201cOur cultural understanding of power has been deeply shaped by Niccol\u00f2 Machiavelli and his 16th Century book,\u00a0The Prince,\u201d\u00a0<\/em><\/strong>Keltner told me. \u201cHundreds of thousands of students read this every year, and it\u2019s a book that teaches that power \u2013 in its essence \u2013 is about force, deception and disregard for people.\u201d<\/p><\/blockquote>\n

It may be hard for any of us to accept that our own use of power could at times be coercive, self-serving or Machiavellian, but Keltner\u2019s \u201cCookie Monster\u201d experiment proves quite effective at indicating otherwise:<\/p>\n

Three people at a time are brought into a room and told they will be working together to complete a small project.\u00a0Before the work begins, one of the participants (randomly selected) is told that they have been put in charge.\u00a0About halfway through the task, a plate of four cookies is brought into the room, and each person is given one to eat.\u00a0But after the group is asked who should get the last cookie, the \u201cpowerful\u201d person not only repeatedly takes it, but savors it in front of the others.<\/p>\n

\u201cGive any person a little feeling of power,\u201d Keltner says, \u201cand we become more focused on our own desires than on others.\u00a0What this experiment confirms is that each and every one of us is vulnerable to it: abusing power, leading by fear, and stressing people out.\u201d<\/p>\n

We Start Off With Good Intentions, And Then\u2026.<\/strong><\/u><\/p>\n

Research shows that most people gain power by enhancing the lives of others.\u00a0But when they get into power, there\u2019s a pull that leads them to forfeiting the very skills that enabled them to gain power in the first place.<\/p>\n

They lose empathy, generosity, open-mindedness and caring about others.\u00a0In what Keltner calls the \u201cpower paradox,\u201d once most people get a little taste of success, they stop doing the things that are foundational to good leadership.\u00a0All of a sudden they lose touch with how others feel and treat people rudely.<\/p>\n

\u201cPeople tell me all the time how they experience this in their own organizations,\u201d says Keltner.\u00a0\u201cAs one person described it, \u2018all of a sudden my boss has forgotten my name, interrupts me and doesn\u2019t listen.\u00a0It\u2019s total bullshit.\u2019\u201d<\/p>\n

The Times Have Changed, But We Haven\u2019t<\/strong><\/u><\/p>\n

Because of the TV show,\u00a0Mad Men<\/em>, most of us are very familiar with how workplaces were run 50 years ago.\u00a0As Keltner describes it, \u201cManly men, very top down, hierarchical \u2013 and Machiavellianism prevailed.\u201d<\/p>\n

Today, of course, companies employ far more women, the work people perform demands far more collaboration and interdependence \u2013 and business has become considerably more multi-cultural and complicated. \u201cYet with all these broad social changes,\u201d Keltner says, \u201cMachiavellianism continues to take hold of our imaginations.\u00a0It\u2019s an idea that\u2019s still around and motivates workplace leadership around the globe.\u00a0But we\u2019ve reached the point where we must question its continued utility within our organizations, and the times.\u201d<\/p>\n

People Who Rise To Power Today Care For The Success And Well-Being Of Others<\/strong><\/u><\/p>\n

Keltner\u2019s modern view of power is that it’s now conferred upon us rather than grabbed.\u00a0We no longer earn power by being self-focused, but by consistently acting in ways that improve the lives of others.\u00a0Power is expressed in advocacy, compassion, respect, attentiveness to human feelings, and gratitude toward others.<\/p>\n

\u201cWe have a deep cultural intuition that nice guys finish last,\u201d Keltner told me, \u201cand that one must step on others to rise in the ranks.\u00a0But nothing could be further from the truth.\u201c<\/p>\n

Numerous experiments back up this assertion and reveal that people who attain enduring power today exhibit five behaviors that inherently balance mind and heart:<\/p>\n

1.\u00a0\u00a0\u00a0\u00a0Enthusiasm:<\/strong>\u00a0They express interest in others, advocate on their behalf and take joy in their achievements.<\/p>\n

2.\u00a0\u00a0\u00a0\u00a0Kindness:<\/strong>\u00a0They cooperate, share, express appreciation and dignify other people.<\/p>\n

3.\u00a0\u00a0\u00a0\u00a0Focus:<\/strong>\u00a0They establish shared goals and rules, a clear purpose and keep people on task.<\/p>\n

4.\u00a0\u00a0\u00a0\u00a0Calmness:\u00a0<\/strong>Through their actions and communication, they instill calm and perspective.<\/p>\n

5.\u00a0\u00a0\u00a0\u00a0Openness:<\/strong>\u00a0They display empathy and a disciplined process of listening attentively.<\/p>\n

\u201cOver 70 studies have shown that people who rise in power \u2013 whether it be in business, education or the military \u2013 consistently embody these qualities,\u201d Keltner says.\u00a0\u201cAnd when individuals use their power to advance the greater good, the evidence is also clear that they and the people they empower prove to be happier, healthier and sustainably more productive.\u201d<\/p>\n

Niccol\u00f2 Machiavelli famously said that \u201cIt is better to be feared than loved,\u201d while also expressing that \u201cWhosoever desires constant success must change his conduct with the times.\u201d\u00a0What science now serves to prove is that it\u2019s only on the latter point that Machiavelli was right.<\/p>\n

Please know in advance that we\u00a0greatly\u00a0appreciate\u00a0when you share these articles with friends and colleagues. Our aim is to influence, and we rely on you to help us get our message out!<\/strong><\/p>\n

If you would like to receive Mark\u2019s work directly (no strings!), please\u00a0sign up for his\u00a0tribe\u00a0here.<\/a><\/strong><\/p>\n

PS: Be sure to read all of Mark\u2019s\u00a0Fast Company<\/em>\u00a0Magazine & LinkedIn Pulse articles \u2014 you can find these on the top right-hand side of this website!\u00a0<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

In the late 19th Century, British historian, Lord Acton, famously asserted that \u201cpower corrupts.\u201d\u00a0And we surely needn\u2019t look too deeply within business, politics and every day life to find examples that validate this timeless truth. But new research from U.C. Berkeley social scientist, Dacher Keltner, confirms something few of us may ever have personally acknowledged […]<\/p>\n","protected":false},"author":1,"featured_media":3893,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13,14,1,16],"tags":[421,58,420,274],"class_list":["post-3110","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-heartleadershipinpractice","category-leadership","category-uncategorized","category-wisdomefromotherauthors","tag-abuse-of-power","tag-dacher-keltner","tag-power","tag-the-power-paradox-how-we-gain-and-lose-influence"],"yoast_head":"\nHow We Gain Power And Influence: Science\u2019s Surprising Answer - Mark C. 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