You know from experience that there are things you can control and things that you cannot. Still, you can find yourself trying futilely to control something that is beyond your reach. Yes, it is difficult to acknowledge that you cannot influence a situation, but thinking that you have control when you do not, can really mess things up. When you attempt to exert control that you do not have, it’s like trying to get a stuck car out of the sand by gunning the motor. It only spins your wheels and gets you deeper in.
How do you discern the level of control you have in a situation? Get good at doing so. Then, you can create a winning strategy that recognizes reality and has you making moves that matter.
photo: Alexas_Fotos, pixabay.com
In our world today, force is often equated with power. I’m not so sure they are the same. Force is defined as coercion or compulsion. Power is defined as the capacity or ability to direct or influence the behavior of others or the course of events. In managing, there is merit in distinguishing between the two and in going for power rather than force.
You can see the difference, I’m sure. If you look at your style as a manager or professional, do you lean more toward force or power? Force involves pushing. Power involves directing or influencing. The experiences and responses of those on the receiving ends of force and power are markedly different. Cultivate your power as a manager or professional. It will far out-distance the use of force.
How about your workplace? Do you see more use of power or force?
photo: Stuart Miles, FreeDigitalPhotos.net
A ship’s Captain would not think of sailing without navigational instruments. What about you? How do you successfully navigate managing of your team? Here are some tools that can aid your navigation:
• Identifying your top values as a manager and honoring them
• Having an ally, outside your organization, who can be a sounding board and provide support when you need it
• Doing an informal 360 review each year to receive feedback on your role as manager
• Identifying the key influencers in your organization and staying aware of what they are thinking and doing
• Designing a process for handling crises when they arise