Power: Why Some People Have It—and Others Don't
People want to associate with winners. At the very moment when you have suffered a reversal in fortune and most need help, the best way to attract that help is to act as if you are going to triumph in the end.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
The trade-offs between having a successful career and a family, and the fact that the social policies in most industrialized countries don’t provide much help navigating this situation, is one reason why virtually every advanced industrialized country with the exception of France has a below-replacement-level birth rate.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
This feeling of no longer being a player or a member of the elite is a loss felt intensely by many who have been successful at the power-and-money game.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
“What you have to do is every now and then expose yourself to a social circle that really doesn’t care about your position.” So this brilliant and powerful senior leader would go back to his primary school, somewhere in a village in the Alps—to the people to whom he was just the same person he was when he was seven years old.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
The lesson from cases of people both keeping and losing their jobs is that as long as you keep your boss or bosses happy, performance really does not matter that much and, by contrast, if you upset them, performance won’t save you.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
managers considered job tenure, educational credentials, overtime work, and absence as well as job performance in determining internal mobility for employees.8
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
ensure that those at higher levels in your company know what you are accomplishing.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
ask those in power, on a regular basis, what aspects of the job they think are the most crucial and how they see what you ought to be doing.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
First, you must come to believe that personal change is possible;
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
SEVEN IMPORTANT PERSONAL QUALITIES THE BUILD POWER