| How do I influence people? | Learn to recognize different types of power, then ensure it is exercised equitably and responsibly in your organization. |
In the corporate world, young leaders are taught to recognize power so they can acquire and wield it. In the advocacy world, campaigners are taught to understand power so they can develop it, and also wield it. The results may be different, but the motivations are similar: to achieve your goals.
A lot of nonprofit folks don’t talk much about power dynamics at work because we are encouraged to put the mission ahead of personal ambitions. The thing is, if we don’t think about power sometimes. When we ignore power dynamics, we ignore biases and fail to create paths for new voices to succeed.
To create healthier work spaces, nonprofit folks need to find our own way to care about power.
Thinking about power doesn’t mean strategizing ways to get what you want, when you want it. Exercising power in your organization doesn’t have to be extractive.
Power will, however, exist. Like it or not, wield it or not, power is present throughout your organization; it is part of all human systems. Your work will become easier if you understand power and find ways to align it with your values and mission.
Power, broadly defined, is the ability to influence others’ behaviour in order to achieve a goal.
In organizational life, power is associated with your role; your power may disappear the moment you leave the office or step into a meeting with a group of external stakeholders.
Power is always evolving. It depends on who else is in the room with you and how you and your role change over the time.
Recognizing that power is more like a coat one wears than an identity or an entitlement, helps us see that power and power dynamics are not personal.
There are 8 bases of power in nonprofit organizations — five from the original business literature, two more that have been added to the list over the years, and one that is particularly relevant in nonprofit life.
There is overlap between these sources of power – they don’t carry the same weight all the time. But, they are present in every organization and shape the way we collaborate, grow, find satisfaction, and perform as both individuals and teams.
If power is treated as finite, toxicity thrives. Some people gain at the expense of others.
When you empower people, you create ways to distribute power amongst the group. Power may be always present, but, as an organization, a manager, and a leader, you can chose which power forms you prioritize in your team.
Instead of telling people exactly what to do as their boss (legitimate power), you can set a goal and step aside so the program experts can figure out how implementation (expert power). Instead of a culture of fear and punishment (coercive power), you can build trusting relationships and motivate with a clear and inspiring vision (referent power). And, instead of favouring individuals (reward power), you can ensure the entire team has access to information they need to excel (information power).
Unfortunately, we can’t rectify power imbalances by ignoring power or being afraid to use it. Power is in everything we do, and is needed for change.
When you have power, it’s better for everyone that you use it in service of the mission. For example: When a CEO or Executive Team makes clear and timely decisions, they elevate the organization. When managers act in response to bullying or step in to solve serious performance problems, they create healthier teams. If team members can share information or their expertise, they create better outcomes for the full organizations’ work.
When you know how to recognize power and the roots of power, group dynamics become less of a mystery. You gain insight into how to communicate more effectively and how to navigate frustrations and conflicts. Those are desirable skills in nonprofit leaders, because they help you build an equitable and effective organization.
When strong organizational culture and practices around power are missing, broader societal norms fill the gap. Your organization may become more hierarchical than you wanted it to be. People with strong personalities may have more sway than they should, or some voices may be silent.
When we understand where power resides within our organizations and talk openly about how we use it, we give opportunities to voices, perspectives, and talent that might otherwise have laid dormant.
Understanding power is necessary to build an inclusive workplace. In considering power’s many forms, we open doors for people who believed (or were told) that they don’t have the “right” qualities for leadership — the right degrees, the right presence, the right connections, or the right prestige. In doing so, we treat power as something to share, not hoard.
Q: How do I … empower my team?
A: Consider how the 8 bases of power are distributed throughout your organization and its work. This article, and the youtube video in read-more can help you start.
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