Some executives  are uncomfortable using power or office politics, viewing them as the dark side of workplace behavior. They believe morale and commitment erode when politics dominate the environment.

But research clearly shows that being politically savvy and building a power base pay off.

Sources of Influence

There are three sources of influence in an organization: positional, relational and personal:

1. Positional power: Your title and job status confer some level of formal authority.
2. Relationships: Informal power stems from the relationships and alliances you form with others. If you do a favor for someone, the law of reciprocity impacts your relationship.
3. Personal: Some people generate influence based on their knowledge, expertise, technical competencies and ability to articulate ideas or a vision that others will follow. Your communication skills, charisma and trustworthiness help determine your personal power.

Open to Influence

Executives and managers who are open to peers’ and subordinates’ input garner greater respect than those who resist others’ influence. An openness to influence demonstrates trust and respect, which become reciprocal and contagious.

You can offer goods and services to a potential ally in exchange for cooperation: technical assistance, information, lease of space or equipment, a plum assignment and the like. Understanding what others want or value is crucial.

Avoiding Power

Jeffrey Pfeffer, a professor of organizational behavior at Stanford University’s Graduate School of Business and author of Power: Why Some People Have It—And Others Don’t, cites three barriers that cause executives to shy away from using power to extend their influence.

This article examines three ways people avoid power, why power is so important to success, persuasion tactics, and practical steps for leveraging office politics in an ethical manner.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials.

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The complete 2,000 word article includes these important concepts:

• Sources of Power
• Open to Influence
• Currencies of Exchange
• Power without Authority
• Avoiding Power
• Fair Play?
• Persuasion
• Office Politics

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Power, Politics, and Persuasion
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Power, Politics, and Persuasion
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The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated.

In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

Because of current economic realities, people may not be leaving their jobs. Instead, they join the growing ranks of the disengaged and “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend.

Based on a great deal of previous research, positive managers practice these three leadership behaviors:

1. Use a strengths-based approach
2. Provide frequent recognition and encouragement
3. Maintain a positive perspective when difficulties arise

Past studies have shown these practices have a direct effect on employee engagement, and each is an observable and testable behavior.

None of these characteristics are innate, but all can be learned. Very few executives intuitively know:

1. How to work with people’s strengths
2. How to automatically give frequent credit where due
3. How to respond with your best game face when the going gets rough

This article examines the bottom line results of a positive, strengths-based approach to improving performance.

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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 2,000 word article includes these important concepts:

• 3 Steps to Positive Leadership
• A Strengths-Based Approach
• Focus on What Works
• The Problem-Seeking Mindset
• The Brain Power of Negativity
• When Things Go Wrong
• Positive Results

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Positive Leadership: Real Results -

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Positive Leadership: Real Results, condensed version –