power&influence-3

 

Welcome to this edition of The OE Editorial.

Power is fascinating. Some people have it, others don’t and some think they have it (but they don’t). Leaders need power. They must have the ability to persuade others to behave in a certain way in order to move the organisation forwards. All too often leaders learn ‘how to influence’ but are then surprised their preferred style doesn’t work with a new set of stakeholders. Too many leaders simply rely on authority to get things done but there are other, more effective ways to influence…

Is rhetoric now influenced by a new source of power? Recent political campaigns have been played out on social media platforms with extreme points of view and new ‘alternative facts’. Is social media changing the way we discuss issues and make decisions?

In this edition of The OE we remind you of the ‘three pillars’ of effective persuasion as we address different perspectives on Power & Influence. We start with ‘Great Conversations in a Time of Trouble’ – Mark Goodridge reflects on political rhetoric and how important it is for leaders to engage others through logos, pathos and ethos.

The most effective leaders understand how to use the appropriate mix of these three modes of persuasion. Toni Marshall introduces OE Cam’s diagnostic tool which can be used to assess capabilities and preferences and consequently develop a leaders’ ability to influence.

Gary & I then look at where power lies within the organisation. There is often tension between Group Centres and Divisional MDs and we look at how this comes about and what character strengths leaders require to navigate this complex landscape.

In our final article, Hazel McLaughlin explains the different sources of power – personal, persuasive and coercive and why ‘influence’ is now more important than ‘authority’.

We hope you enjoy this edition and as ever, we welcome your feedback.

 

Martyn Sakol