How can you use power and influence to effectively drive change in an organization?

When you have power rely more on the affective domain to get other players buy-in to an idea and action plan towards change. Instead of forcing your way because of power, let the god tenets of the idea speak for themselves and let players have a sense of ownership. It works wonders

Creating a sense of urgency is crucial for driving change. Highlight the consequences of maintaining the status quo, and support your position with data. Influence key stakeholders across various departments and levels. Clearly articulate the benefits of change for all stakeholders. Emphasize the potential negative consequences of inaction, such as financial losses or job insecurity. Avoid being a bull in a china shop. Strike a balance between a democratic approach and the need to achieve results. Respect differing viewpoints and be willing to compromise. Don't lose sight of the goal post. Remember it is the objective that is important - not the path to get there. Change is the dance of power, influence, persuasion. Navigate wisely.

I would follow the below process as change requires a nuanced and strategic approach Understand your organization’s structure, culture and power dynamics. Identify key stakeholders and develop positive and influential relationships with key individuals in the organization. Define a clear and compelling vision for the change you want. Identify and enlist the support of allies to build momentum and support for the initiative. Use data, research and examples to support your argument. Tailor your message to resonate with your support audience. Involve others in decision making process and seek input from various stakeholders to strongpoint your view.

It is very simple. There is no power that can be exercised but get along with the peers and subordinates the way they expect the leaders to be. One can achieve what he would be looking for.

I would add: encouragement, with a reward system based on merit. Give your employees time and space to contribute, and reward their efforts based on their input. Coercion is never a good thing, it creates animosity and resentment towards management.

It is said that power is coupled with responsibility, if you have power and influence, then you are responsible for bringing all the positive changes in your organization, This use of power to bring about the changes which are beneficial for organization from all regards will definitely serve as game changer for the organization, It is very important that the decision maker should have the oversight of all important organizational matters, the use of power and influence should strengthen the environment and coordination fabric of the organization

A lot of my clients seek power and influence, what they don't realize is, that they need to be seen and recognized as a contributing team member. You can only take out, what you put in.

I would start by asking the following questions to yourself and to trusted colleagues: "How strong are the relationships I've built in this space?" and "Am I a respected member in this community (the place you are attempting to change)?" The answers to those two questions will help you assess not only the level of legitimate influence you have, but if you will have the support you need to challenge a system or power structure where you may not be at the top. If you have the influence to support you in that space, you will need to leverage the collaborative network that you've built over time to (a) check for alignment of values, (b) address the issues you'd like to see change in, and (c) coalesce that support into action toward change.

In assessing power and influence, here are some questions that may be helpful. Who listens when I speak? Who is following me? Who has given me permission to lead them? What suggestions, plans and or strategies that I have shared have been adopted and or implemented? Who seeks me out for my opinion, expertise and or ideas when facing problems or seeking plausible solutions? It is important to keep in mind that true power and influence are not relegated to job title and or position, but to character, integrity, consistency, and authenticity.

Some approaches and tactics I have deployed: - recognize your role in relation to the organizational leadership group...not all VP's or Directors hold the same value to achieve business outcomes. - identify those leaders whose partnership will advance your idea/project/program..."invested partners". - when engaging with those leaders, learn about their business to be able to speak their language...why it's important to them and their operation, not just to you and yours. - ensure those "invested partners" see themselves in the final outcome/result...collaborating meaningfully will augment your deliverable with new features and reflect a sense of co-authorship. From experience, those who observe co-authorship naturally assume co-ownership.

- In my experience, the leader of an organization must set the values that drive behavior. This can be a powerful tool to drive change. - These values must state what they are after, and what everyday behaviors (examples) help to achieve them - I believe also that giving authority to the people in charge, in order for them to execute change, is a powerful practice. - Promoting an atmosphere in which people can make mistakes, but must immediately learn from them and compromise. This can guarantee progress.

Unless you're working on strictly confidential matters or very close-knit family offices, keeping other team members in the loop only on a 'need-to-know' basis does not necessarily achieve the desired outcomes. In order for an organization to operate like a well-oiled machine, you must respect team members and employees enough to trust them with contextual information so they can carry out their tasks more effectively and strategically as they are not robots with on-off switches and should not be expected to be creative on demand or deal with surprises under utmost loyalty that results in them not being able to ask any questions at all.

It is important to evaluate the readiness of your organisation and key stakeholders for the specific change and to understand the level of complexity you are working in. Your leadership response needs to reflect both key concepts.

It is also important to note that not all power and influence is going to be used in what most would deem as positive. To make change in an organization, it also requires challenging practices and ideals that do not align with structure or a newer vision. Anyone can create a toxic patch in an organization but the way in which power and influence are used has the potential to remedy it. It is a delicate balance between power and influence - positive and negative - strategic and necessary, etc.

Start from empathy; make sure you are really listening (of course listen to help not just to respond) and if you're found in the middle of conflicts seek and "preach" two major principles: 1. Focus on the problems, not on pointing people, and 2. There is ALWAYS a third alternative, as Mr S, Covey mentions in his popular book.

1. **Lead by Example**: ?? Demonstrate the desired behaviors and values to inspire others to follow suit. 2. **Build Relationships**: ?? Forge strong connections with key stakeholders to garner support for initiatives and drive change collaboratively. 3. **Communicate Effectively**: ?? Articulate a compelling vision, provide clear direction, and actively listen to feedback to ensure alignment and understanding. 4. **Empower Others**: ?? Delegate authority, encourage autonomy, and support professional growth to foster a culture of innovation and ownership. 5. **Utilize Data and Insights**: ?? Make informed decisions backed by data and insights to drive strategic change initiatives with measurable outcomes.