On July 6th I explored the differences between positional(granted) and personal (earned power). This inluded a brief synopsis of the positive and negative aspects of each.
Today we will consider the best balance between these two types of power. As a rule both are needed to achieve your goals; however, carefully exercising the most appropriate power lends the best effect.
Wrong power exercised badly
In the news recently was the successful challenge by aboriginal groups to the Canadian federal governments conditional approval to the Enbridge NorthWestern pipeline application.
In essence the Federal court ruled that because the federal government did not conduct meaningful consultation with the impacted groups (as reqiured by the environment act), the approval was invalid.
The reason the consultation was deemed inadequate – the government representatives had no positional or granted power and in essence were just note takers at the consultation. They only had one type of power to wield (personal power) and the court ruled that was not enough.
So what is the right balance?
Granted power provides authority and empowers decision making . Earned power relies on collaberation, all stakeholders input is leveraged. There is no right mix of each of these power types, as their optimal usage is very dependent on situational context.
For example, consulting for the government on environmental issues requires some authority in order to ensure meaningful and balanced consultation (or so the Federal court ruled).
What is the best way to determine which power to use and when and to what magnitude? This requires a highly developed self awarness. That is the key to balancing which power you use.
Consider the key stakeholders needs, your needs and organizational imperitives. Past experience as to what has worked before is a valued input.
Most importantly though, be flexible. As feedback is received and results begin to take form carefully monitor this and be ready to quickly change the balance from positional to personal power or vice-versa. to leverage positive developments and head off negative.
