There are two types of  power in business: control power and persuasive power.  Control power is far inferior to persuasive power. 

Many companies are run like an army camp.  In this kind of workplace, managers often do not have decision making powers – they are just following commands themselves, and in the pecking order, they give commands to the next person down the line.

They seem like they’re uncaring bosses as they exert what little power they have, they don’t want to be questioned – questioning might reveal that they have no real power.   This type of manager is one that most us are familiar with and Research shows that managers who use their power to control overemphasize rules.  That makes employees feel like robots who have this never ending battle to beat the ‘system over-lord’ in order to succeed. The controlling power will also bestow special favours to the ‘chosen underlings’ in exchange for support.

Here are some examples of control power and how it is wielded. (You may find one or two that are extremely familiar!)

Mastering:  I will be your master now matter how unhappy you are.  I’ll yell at you, threaten you, and back you down when you question my decisions.

Ignoring:  When you don’t do as I tell you to do I’ll treat you as though you don’t exist, as though you’re lower than dirt. When you make a suggestion, I’ll will act as if I didn’t even hear it.

The fault-finder:  I’ll find fault with your every decision, every act, I’ll nag you to death.  I’ll make fun of you in front of collegues and blame you for everything that goes wrong.

Sabotaging:  I’ll wear away your confidence by going behind your back to demean you.  I won’t answer your calls, and I’ll forget to do what I promised to do.

It doesn’t take a brain-surgeon to see that conflicts in the control-power workplace have a  greater potential for escalation as overburdened, insecure bosses brandish heartless authority over employees. The words collaboration, teamwork and group-effort are words that are meaningless to them. The culture of fear that is inbred in these types of organizations ultimately affects the productivity on a larger scale in terms of retaining or attracting highly-skilled staff.

Not a great place to work!

Persuasive Power

More progressive organizations teach their managers to use persuasive power, a far more positive way of managing. These managers are given greater power as they’re encouraged to share it. Persuasive power involves influencing others by involving them in the decision-making and the employee is encouraged to be a self-starter. The manager asks questions that get others to express themselves, give information, feel valued, and solve problems.  A persuasive manager who shares power and displays faith in their employees engenders respect.

A great place to work!

The Manager’s Lament

Middle managers sometimes feel like cogs in a wheel also.  Top management often doesn’t give them credit for even being capbable of thinking for themselves.  There’s a cynicism in the workplace, and it’s often passed down from bosses and up from employees.

Promises of promotion, bonuses or just being able to keep their job are carrots that top bosses dangle to keep their managers in place, but along with that comes added responsibility, unrealistic deadlines and limited resources.

There is no question that managers do have their fair share of gripes.  It is easy to see how their anger is fed and how it escalates.  There is so much they cannot control and so much that is out their hands.  If you are a manager, it is important to keep peace in the work place, for your own psyche as well as your staff.  Here are some of the ways that you can either violate of promote the trust of your staff.

KEEP THE PEACE

Trust-Busters

What managers do to violate
workers’ trust

They……

• Fail to deliver on promises
• Ask for input and then ignore it
• Hold employees to standards they don’t follow
•  Show partiality to other employees
• Act as if employees are cogs in the wheel
• Game-play; keep employees guessing about what employees are doing wrong or right
• Are sarcastic, judgemental, belittling

Trust-Boosters

What managers do to boost workers’ trust.

Provide specific feedback on strengths and how well the employees are doing
Provide feedback on problems –
help employees correct mistakes before it’s too late
Involve people in decisions that may affect them
Make expectations of performance clear
Resolve conflicts in a timely manner –
step in when they see grudges building or anger flaming between employees