Power in organisations: What does ‘power’ really mean?
I had the opportunity to attend a one day workshop on ‘power’ last week which gave me new perspectives on the meaning and significance of power in organisations, in our culture and in life overall.?
It was an experiential workshop during which all participants were playing a game that involved multiple rounds of trading for points with the aim to improve our individual scores. Based on the score we were allocated into one of three groups (best in class, medium and lowest scoring). Throughout the ‘trading rounds’ each individual had the opportunity to improve their score and move up to a higher group. The nature of this exercise triggered a number of individual and group dynamics which we then reflected on in the second half of the day.
If you are now thinking 'This sounds like fun!' - I can tell you that I did not experience it in that way. I felt uncomfortable!?
And yes, this is how it feels when we are learning! Real learning can be uncomfortable as it disturbs our frame of reference! And this is what I experienced.?
What did I learn?
My key take-away from the workshop is the following:?
HAVING POWER MEANS HAVING CHOICES!?
Power is not only about ‘position power’ or about who is the final decision maker.?
It starts with us as individuals and whether we give power to ourselves to choose.
How many times have you dis-empowered yourself:
Sound familiar?
It also starts with us as leaders and whether we create the conditions for our teams to have choices.
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How many times have you dis-empowered someone on your team:
Sound familiar?
For me personally: I am on a lifelong journey to find my inner power by finding my authentic voice and giving myself permission to use it!?
For me as a leader: Throughout the 20+ years of my career I have learned to treat my team members, peers and stakeholders as adults, give them choices and hold them accountable (or enable them to hold themselves accountable).?
AND - this is easier said than done and there are times when I am triggered or pushed into a parental position. This happens to all of us - we are humans after all!
The skill is to be aware when this is happening and to shift your position. I have found the practice of 'NAMING what I am experiencing in the present moment' as a very powerful tactic in these moments.
Thank you to Rosemary Napper and Dee Keane ? for this ‘powerful’ workshop!
What I am sharing here is one perspective on power and I know there are many more!
And here is the question of us as leaders in organisations that I would like to leave with you: How are we creating the conditions to empower (and not dis-empower) our employees so that in turn they ‘power’ growth in our organisations??
Let’s start a dialogue! I would love to hear from you!?
#Power #Empowerment #Choices #PowerInOrganisations
Interesting perspective on power dynamics in organisations, would love to hear more about how you think this impacts employee engagement and productivity.
The comments regarding disempowerment really resonate with me, Stephanie! Thank you for sharing!
Fostering Organizational Growth and Transformation through Inclusive Strategic Learning & Development Leadership and People Development. Advocate for Equitable Innovation.
11 个月Thank you for so openly sharing your insights, Stephanie. What you shared about your experience resonated with me because of a similar experience I had in a facilitated training as a participant: In groups, we competed to complete a task. Throughout the game, the rules shifted and it became clear that some groups were being given a greater advantage than others. Noticing that the (simulated) privilege in the exercise that slowly accumulated power for some groups over others, the whole group soon felt frustrated, uncomfortable, and a host of other emotions. Hearing the reactions, the facilitator asked a powerful question I have not forgotten, "So, why did you keep following the rules if you disagreed with them?" As leaders, we're accountable for being aware of the "rules" -- formal, informal, or assumed -- that our teams may be following and ensuring that those systems and structures are empowering for all so everyone can thrive.
Talent, Performance & Culture Leader | Stripe | MSOD | Ex-Google, Airbnb
11 个月First of all, your insight into the concept that learning isn't always comfortable really resonates with me. Regarding empowering our teams and employees, I believe a crucial aspect for this is finding the balance between psychological safety and accountability. Team members need to feel secure to take risks, voice their opinions, and be their authentic selves without fear of punishment. Simultaneously, they need clarity on expectations to hold themselves accountable and foster self-motivation, rather than relying solely on their leaders for guidance. If leaders can create the conditions for pysch safety and accountability we set the stage for powerful, authentic and impactful team members. Thanks for sharing!