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Power dynamics
1. All who have influence have power
But all who have power don’t have influence
2. Sources of Power
1. Positional:
Boss is boss
2. Relevance:
How much am I needed today?
3. Centrality:
Boundary spanning positions
4. Autonomy:
Do you control your own turf?
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3. Sources of Power
5. Personal
Who are you?
6. Expertise & Track Record
Knowledge + Willing to help
7. Charisma
Who likes you and why?
8. Effort
How hard will you work?
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4. Normal Paradigm Trap
• Rigorous Analysis
• Altruistic
• For the good of the Org.Own
• Excessive & Obsessive
• Personal Ambition
• Self interestOther’s
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7. Influence Control
Influence is
What people are willing to do for you
Getting buy-in to your idea /way
When people see benefit for themselves
When people feel in control / significant
When people feel it is their own work
Value of what you have to offer in people’s eyes
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To control is to limit
8. Power dynamics are just that-
Who depends on whom for what?
Is this available from somewhere else? At what cost?
Whose cooperation is essential?
Useful but not essential?
What are the stances of parties?
What are the differences? How rigid?
What reinforces? Diffuses?
What are the common goals?
What is the dynamics of the culture?
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Dynamic
9. What the leader must develop to create
Organizational Excellence
10. Paradoxical Qualities
Professional Will
Fanatically results focused
Does what needs to be done
no matter how difficult
Sets standards for long term
endurance
Builds strong successors
Hires better than himself
Personal Humility
Personal modesty
Looks in the mirror for
mistakes
Ambition primarily or
organization / cause
Spends own time and
resources to build
subordinates
Looks out of the window to
give credit
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Adapted from: Good to Great – Jim Collins
11. Barriers & Gateways
My way = right way
Unwilling to change
Afraid to risk
Unwilling to learn
Ashamed to ask
‘Seniority’, ‘Rank’
Secrecy, closed-ness
New ways welcome
Open to change
Measured risk
Open to learn
Questioner
Confidence in self
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To remove a barrier is to open a Gateway
12. 4 – Critical steps
Don’t assume
Question conventional wisdom
Try new things/ways
Be creative. Innovate. Involve others
Be solution focused
Lamenting a problem will not solve it
Embrace change
Be open to new ways, methods, ideas
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13. Organizational culture
1. Uncompromising quality standards
2. Leveraging knowledge and technology
3. Fanatically results driven approach
4. Totally customer oriented systems
5. Speed of response
6. Change friendly environment
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There’s always a better way
14. People development
1. Clear strategy to develop talent
2. Customer centered approach
3. Give employees a stake in success
4. Succession planning
5. Unequal compensation
6. Create role models of success
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Help your people to belong with pride
15. 15
‘Career management is a process of
connecting aspirations to reality’
In order to increase the
probability of success
You need
•Performance
•Investment
•Commitment
•Adaptability
Ambivalence Obsession
‘Success is not an accident’
Success is where opportunity meets preparation