Power and Influence

Doing this, in turn, requires that one take advantage of simple opportunities encountered each day for developing these sources of power. It also requires that one more strategically “invest” some power in longer-term projects on an ongoing basis in the hope of getting it back with “interest”

people can be taught to make a realistic self-assessment, to assess opportunities competently, and then to make intelligent choices.

we need people who see their roles as those of actively leading subordinates, peers, bosses, and outsiders to achieve responsible results within their domains of activity.

Effective leadership in a job that includes a complicated set of lateral relationships requires, first, a keen sense of where those relationships are.

Career Management course at Harvard.

hopes of thus gaining an enhanced track record, a promotion to a more powerful position, increased skills, and perhaps stronger relationships with more powerful mentors.

In terms of self-awareness, nothing is more important for a subordinate than to know his or her temperamental reaction to a position of dependence on an authority figure.

People who have studied decision-making processes have often observed that diversity and interdependence are essential ingredients in fostering original ideas.

career path, it requires that one move, over time, toward positions where one can help manage some strategic contingency for the organization. All professional, managerial, and technical people face situations each and every day where they can increase or decrease some of their power. Developing a power base in one’s early career requires that one