Best Power: Why Some People Have It—and Others Don't By Jeffery Pfeffer
Read Online Power: Why Some People Have It—and Others Don't By Jeffery Pfeffer
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Ebook About “Pfeffer [blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.”—Jim Collins, author of New York Times bestselling author Good to Great and How the Mighty Fall Some people have it, and others don’t—Jeffrey Pfeffer explores why in Power. One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business school text Managing With Power, Pfeffer shows readers how to succeed and wield power in the real world.Book Power: Why Some People Have It—and Others Don't Review :
I read this book intently and intend to put the ideas Jeffrey Pfeffer puts forward into practice.The author's suggestions are backed by extensive research and real life examples, with the key takeaway being that career success has less to do with performance and more with effectively handling institutional politics.This book will find its place on my bookshelf and I am certain that I will revisit it numerous times over the coming years.Brief Chapter Takeaways1. It Takes More than Performance. It is understood that you need to do a good job, but career success depends on being noticed for your work, defining the dimensions of job performance (as far as possible) to highlight those that favor you, maintaining a close enough relationship with your boss to understand what really matters to her, and making others feel better about themselves (using flattery effectively).2. The Personal Qualities that Bring Performance. Pfeffer outlines two sets of skills that are crucial to amassing power within organizations: Will - ambition, energy and focus and Skill - self-knowledge, empathy and the ability to put yourself in other peoples' shoes, and (unexpectedly) the ability to tolerate conflict.3. Choosing Where to Start. This was an illuminating chapter where Pfeffer points out that where you start your career has implications on where you end up. One perspective is to start at the epicenter of the organization (defined in terms of size or ability to control resource allocation) and the other is to stay away from the areas that attract the most talent and rather focus of smaller, emerging niches of the corporation.4. Getting In: Standing Out and Breaking Some Rules. This chapter highlights the importance of standing out and of not being afraid to ask for help. Invisibility is death ("Brand Recall").5. Making Something Out of Nothing. This chapter warns against believing that you need to wait until you rise to a higher position to amass more influence and taking little steps irrespective of your position. The easiest ways of doing that are showing compassion and serving as a sounding board for colleagues and also not hesitating to take on smaller tasks that could give you access to power or make you indispensable to senior management.6. Building Efficient and Effective Social Networks. Network, Network, Network. A wide network of shallow contacts is shown to be effective in building influence. The only way to go about building a network is to create a list of people you would like to meet and then asking people to introduce you, following up, and reciprocating by introducing your contacts to other people. Also attempt to position yourself in brokerage roles (where you control the flow of information). Being connected to someone else in a brokerage role however is not the best means of acquiring influence.7. Acting and Speaking with Power. Fake it till you make it. Assume a strong posture, use vivid language and understand that expressing anger is sometimes more effective than expressing either remorse or sadness.8. Building a Reputation: Perception is Reality. First impressions count. Dimensionalize what attributes you would like associated with you and build it through actions that are consistent with your plans. Developing contacts in the media is also a good strategy.9. Overcoming Opposition and Setbacks: Project power and success in the face of adversity. Be persistent and advance on multiple fronts. Amassing influence requires a thick skin. Another important tip that stood out to me was to avoid making unnecessary enemies and understanding that sometimes you have to work with people you don't like (focus instead on what you need to get out of the relationship).The following chapters on the price of power were frankly a little less interesting to me (I am more interesting in acquiring power).9. I would've given 5 stars but examples can be a little over-simplified. For instance, chapter 3, "Choosing where to start," Pfeffer talks about not necessarily starting your career in the most popular or well-known department because the competition would be too intense and you will be less likely to make an impact. Instead, start in an area/department where it is growing quickly but is not yet at its peak; that way, you won't face a lot of competition, so your path to power will be relatively smoother.While I agree to some degree with that notion, however ultimately, you're working at some goal because of a particular set of skills. You cannot necessarily switch or start at a growing department for the sake of growth or power. One must strive for what is relevant to one's skill sets and or goals. Then you can identify paths to power where relevant. That is only one example of over-simplification.I found some examples within chapter 9, "Building a repuation" a little far fetched as well; such as, getting the media on your side or having powerful people tout you.I still gave 4 stars because with a little tweaking and careful consideration, many tactics within this book are useful. 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