forbes.com
Building Personal Power in the Workplace: Action Trumps Likability
Chris Lipp, a management communication director, advises employees on building personal power to influence workplace decisions, emphasizing proactive action over seeking likability or proving competence; he stresses the importance of aligning with a boss's vision, managing their concerns, and viewing rejection as motivation.
- How can employees effectively influence workplace decisions and achieve goals without formal authority?
- Chris Lipp, director of management communication at Tulane University, advises employees to build personal power by believing in their ability to create impact and manifesting their values. He cautions against seeking likability or proving greatness, instead advocating for direct action and speaking up to gain respect.
- What are the common ineffective strategies employees use to gain influence, and what are the potential consequences?
- Lipp's advice connects the feeling of powerlessness with inaction. He argues that taking initiative, even if initially met with frustration, leads to respect and influence. This challenges the common belief that hierarchical power is the sole source of influence.
- What are the long-term implications of cultivating personal power in the workplace, both for individual employees and organizational culture?
- Lipp's insights suggest a future workplace where personal power, built through consistent action and authentic communication, is valued alongside formal authority. This shift requires employees to proactively contribute and leaders to be receptive to bottom-up initiatives, creating a more collaborative environment.
Cognitive Concepts
Framing Bias
The article frames the issue of lacking hierarchical power as a challenge that can be overcome through personal agency and proactive communication. This positive framing emphasizes empowerment and self-efficacy, which could be motivating for readers. However, it might downplay systemic or organizational factors that might hinder some individuals more than others.
Language Bias
The language used is generally neutral and objective. However, phrases such as "alchemize into respect" and "loudest advocate" have a slightly informal and potentially subjective tone. More precise or neutral terminology might strengthen the objectivity of the analysis.
Bias by Omission
The article focuses on advice from one expert, Chris Lipp. While this provides valuable insight, it omits other perspectives on building influence in the workplace. The lack of diverse viewpoints might limit the reader's ability to fully assess the range of strategies available.
False Dichotomy
The article presents a somewhat false dichotomy between 'low-power behaviors' (trying to be likable or prove oneself) and 'high-power behaviors' (taking action and aligning with one's boss). While these are presented as distinct approaches, the reality is likely more nuanced, with the effectiveness of each behavior varying based on context and individual circumstances.
Sustainable Development Goals
The article focuses on empowering employees to increase their influence and impact at work, regardless of their formal authority. This directly contributes to improved working conditions and employee engagement, leading to increased productivity and economic growth. By providing strategies for effective communication, collaboration, and action planning, the article helps employees advocate for themselves and contribute more effectively to their organizations. This empowerment can lead to a more engaged and productive workforce, boosting economic growth and overall societal well-being.