We’ve talked about the Power Paradox and how it works, and we’ve considered the tell-tale behavioural signs of the Power Paradox and how they may play out for a leader.

Let’s take this conversation one final step. Let’s talk about the Power Paradox specifically in the context of corporate management. Can it be outsmarted?

Here is the pattern I have observed.

When a senior person begins to act in ways that are no longer being experienced as being in service of a worthwhile organisational vision, or supportive of those working with them and for them, others begin to feel less psychologically safe in their presence. It is then that the “work around” begins.

What is the “work around”? The work around is when colleagues and those that report to the leader simply find as many ways as they can to avoid involving the poorly behaving senior person. They avoid asking for that senior person’s input, and seek the necessary approvals from elsewhere wherever possible. They may avoid meetings (where possible) with that senior person and generally look for as many work arounds as possible, all with the intention of lessening the frequency of interaction with the senior person. A natural response to less psychological safety is to lessen frequency of contact.

As a result, power (and therefore effectiveness) is drained away from the senior person, even if that person remains in the role over the short or medium term. Sometimes the arc of the Power Paradox can be a long one. Many of us know of senior people who remain in their role, enjoying the privileges that their seniority brings, even as they continue to use their power poorly, as expressed in their various acts of incivility. Having consulted to many organisations, I have been privy to the angst, anxiety and frustration created by self-focused leaders.

I particularly recall a senior executive who worked for a global fast-moving consumer good organisation. As he flew Business Class from country to country, meeting with teams and making presentations, each team was left feeling criticised, ridiculed and even shamed. I was even in the room on some occasions. Unfortunately, he commanded a very considerable chunk of that global organisation. Eventually results in his area began to wane and feedback about his effect on others was heard. It took four years, but he was eventually fired. Rest assured, the arc will always apply and the Power Paradox is always at work. It should be acknowledged, however, that the Power Paradox may, in some rare circumstances take one or more generations to fully play out.

Our ability to act bravely and skilfully in the face of poor uses of power by senior people can be instrumental in supporting the Power Paradox to play out. We have a role to play.

Outsmarting the Power Paradox: responding differently to stress

If you are a senior or middle manager you are perfectly positioned to fall prey to the Power Paradox. Fortunately, however, there are ways to outsmart it. To do so requires developing a very different response to stress.

Rather than engaging in the thoughts and behaviours that provide a transient sense of relieve from stress, you must make inquiry of the feelings of discomfort and stress brought on by your situation. You do this in order to search for something deeper and more meaningful, and make new behavioural options available to you. Those new options enable a better use of power that provide others with more dignity, freedom and growth. Using power well demands we deeply examine our habitual methods of lessening stress. A leader simply must live an examined life.

More on this in future articles!

Thanks again for reading,

Dr. Paul Donovan