Bacharach, S.B., (2016). “Decipher Power,” The Agenda Mover. Cornell University Press, pp. 25-28.
As you classify the key stakeholders, you’ll find yourself asking one straightforward question: Who has the power? One individual? Several? A group? More than one group? Who wields sufficient power to make a difference in helping you move your change effort or implement your innovation?
The question of power is at the heart of any leadership challenge.
Any leader who tries to move an agenda or create change will have to overcome resistance from others. Leaders need to identify the powerholders who can help them move their agenda ahead. This isn’t Machiavellian. This is the simple fact of organizational life. In moving your campaign to create change, you need some power-wielding actors in your corner.
While countless philosophers, businessmen, and politicians have pondered the meaning of power, power is simply someone’s ability to get others to do something they would not have done on their own. There are numerous ways of getting people to do things, from hints to flattery to deception to reasoning to brute force—but whatever method is used, the moment you talk about getting someone to do something they might not have done otherwise, you’re talking about power. Leadership is about getting people to do things. As such, power is essential.
Individuals and groups differ not only in the amount of power they hold but also in its type. In assessing the power dynamics of your organization, it’s important to avoid overgeneralization. You need to differentiate authority from influence.
Authority means having the capacity to make a final decision based on hierarchy. Authority is being able to say “yes” or “no” to a given proposal. Authority is associated with the formal position that one holds in the organization. For any decision, authority is at the top of the pyramid.
Influence is more nuanced. Influence is multidirectional and derives not from a position in a hierarchy but from one’s experience, expertise, networking, and ability to persuade. Influence is the capacity to sway others toward taking a particular action.
Influence is a game of persuading, coaxing, and negotiating. Authority is a game of hierarchy. Agenda movers are acutely aware of these two organizational games and appreciate the differences and overlap between them. It is essential to categorize stakeholders into those with authority and those with influence.
Obviously, Top Dogs have authority. Their yea or nay is essentially a final decision. That’s a given. What isn’t given, and is more subtle, is when you should reach out to the Top Dog. You have to be careful to time your approach to the Top Dog, striking a balance between too early and too late.
While it is wonderful to get public reinforcement of your intentions from the Top Dog, the Top Dog will rarely get involved in the minutiae of moving an agenda ahead. Some agenda movers make the mistake of spending a lot of energy seeking explicit support from the Top Dog, when a better use of their time would be to incorporate other key stakeholders.
When you want to pragmatically put a new change or innovation in place in your organization, make sure the Top Dog knows a bit about what you are trying to do, but don’t expend a lot of resources and energy in getting the Top Dog’s attention. Since the Top Dog will not do the actual work of moving your agenda forward, you need to first find other partners.
In thinking about whom to approach for initial support, you might want to start with the Gatekeepers. Gatekeepers have segmented authority, and their power over functions, products, and divisions is highly delineated. They are the first-line decision makers in their area. Think of the director of marketing or the regional head of a manufacturing unit. Neither has the clout of a Top Dog, but both have concrete knowledge and expertise that might be useful as you seek to move your agenda ahead. A further advantage of starting with Gatekeepers is that they are often regarded as having substantial legitimacy. Others in the organization perceive that Gatekeepers know what they are talking about. Having the support of Gatekeepers early in the process can validate the legitimacy of your change initiative. In short, an investment of time with Gatekeepers is well worth the effort. They have the positional authority to offer concrete support in implementing and executing your plan, and, when the time comes, they are well placed to put in a good word on your behalf with the Top Dog.
Gurus do not have the decision-making authority of the Top Dog, and they aren’t necessarily as well connected as Gatekeepers, but they are valuable because of their ability to influence others in the organization. Influence can be just as important as authority.
Use tact when approaching Gurus for support. When you reach out to a Guru, there is no guarantee that the contact will lead to support from Players, Gatekeepers, or the Top Dog. Consider how Gurus fit into the organizational dynamic. For instance, because Gurus are formally outside of the organizational structure, others may view them as a threat. If you are a Player, you risk being accused of going around the authority structure by going to a Guru first.
Dealing with Gurus is a delicate matter. Spend too much time with them, and you might be coded as a sycophant or intriguer. Spend too little time with them, and they may feel ignored or disrespected—and in response, may try to subtly delegitimize your efforts. Because Gurus have ambiguous roles in the organization, they can sometimes have sensitive egos. Be careful how you handle them.
Players may not have the segmented authority of Gatekeepers or the hierarchal authority of the Top Dog, but you need Players in your corner. Because Players have diffuse influence throughout the organization, they can support you on a day-to-day basis as you move your change effort or innovation forward. In fact, Players might be more important than Gurus. Gurus may get you over the boulders, but Players can help you maneuver around the little bumps in the road.
Support from Players is critical when the scope of your change effort is broad and you need to mobilize a coalition to move your agenda ahead. To get this support, you will have to convince Players that they’ll benefit from your project. Keep in mind that Players can emerge from all levels of the organization—including your direct subordinates. Never, ever underestimate a Player. The Player is your essential ally. Without Players you might be able to initiate a program, but you’ll never be able to implement it. Time spent with a Player is rarely wasted.
As an agenda mover, you’ll appreciate the need to be respectful and cautious with those in authority. Be mindful of who calls the shots. At the same time, be ready to use the key actors and groups who have influence and who can help in the everyday work of moving a change and innovation effort forward. Be prepared to anticipate which influence and authority figures you will need on your side.
©BLG
