Who’s Got Power on Your Team?

Let’s talk about power on teams. Power – the word itself can spark wildly varied interpretations. Some will immediately think of it negatively (power over); some will think of it positively (power to). Stanford professor Jeffrey Pfeffer argues in 7 Rules of Power that power is neutral. It’s actually a tool. It’s how you use it that matters. On teams, as in life, that’s so very true.?

The truth about power differentials on teams is that almost all teams have them. Team leaders have more power – by design.

The truth about power differentials on teams is that almost all teams have them. Team leaders have more power – by design. They exercise power by making decisions that keep teams moving forward; they break ties, solve problems, set up meeting cadences. In this way, leaders generally use power to make teams more efficient. (Incidentally, this is the main reason truly flat teams are often less productive. Getting agreement on all decisions can be a very time consuming affair.)?

Differences in power not involving the leader, however, can mess up the team dynamic. When individual team members are allowed to act outside the norm without any explanation – a power flex, if you will, they can cause a lot of confusion – and even resentment. Team members may wonder what they’re missing from a meeting or why no one is speaking up about what’s going on. “Is it just me, or does Liza always miss our meetings without telling us?” Newer members of teams like this might even poke the sacred cow and ask, “Hey, is this meeting mandatory for Liza? Or just me?” Or they may wonder, “Why is it Dennis can talk about his ideas for 10 minutes at a time when everyone else is held to a minute or two and then nudged to move on?”?

Power differentials also affect accountability on teams. One reason high performing teams run smoothly is that each team member helps the team do what it says it's going to do and act as it has agreed.They’re self-regulating. This is highly efficient. But when one or two people routinely get a pass (another power flex), it won’t be long before others stop holding the line on accountability. And eventually accountability is either left to the leader alone – or it disappears entirely.?

So, what do we do about power gaps? Build only teams without them? I’ve worked with hundreds of teams, and I just don’t think that’s realistic. There are a couple of good reasons some differences exist. For example, what about a team with a co-founder who is not the team leader? Or a cross-functional team with vastly different tenure and experience levels? I think that a team’s function should drive the team make-up and if power differences exist in that group, the best thing is to acknowledge them and make sure the rules of engagement are clear.?

You’ll have to have some real (read: hard) conversations on your team about how you operate.

That means you’ll have to have some real (read: hard) conversations on your team about how you operate, who has the ability to do what, and what the exceptions are. In other words, set Team Norms that account for power differentials. The goal of norms is to help people figure out “what’s really going on.” Put light into the shadows, not to be critical but to be clear.?

The other thing that can help is a decision framework. Simple guidelines about who owns what decisions will clarify a lot of unwritten rules that undermine productivity. Team members wondering who can make which decisions and spending lots of cycles in “meeting after the meeting” conversations about this is indicative of a highly inefficient team. Decision frameworks can be super useful, just don’t go overboard and assume that all decisions can be governed by them…?

Flat is ok. Hierarchies are normal. Hierarchy masquerading as flat is demoralizing.

Lastly, the leader’s understanding of the impact of power differentials on teams will help that leader run a more effective, efficient and fair team. A leader who allows for the use of power unevenly across teams without acknowledgment will likely suffer from an uncommitted, unproductive team. Flat is ok. Hierarchies are normal. Hierarchy masquerading as flat is demoralizing. And ultimately unproductive.?

If you want to talk about power on your team, I’m here for it. Let's talk.