The paradox of power: to serve myself or others?

3. Provide a clear vision and strategy 

Before team members can be let loose to make decisions, it is important to clarify the vision and strategy through consistent communication. This way employees should be aware of the parameters and the extent of their decision-making power. If team members end up making the wrong decision, they shouldn’t be punished. Instead, if they are empowered, they will take responsibility for their actions and learn from any mistakes. Equally, leaders should pay attention to the language they use to empower others. Avoid ambiguous phrases such as “strive for your best” and “be stronger” and use more positive and concrete language such as “can you explore options” or “recommend alternatives”. 

4. Give people the training and tools to succeed 

People can’t be expected to succeed it they lack the technical skills or competence to do the job. Make sure people are given the confidence to make decisions by providing the necessary training, tools, and talent development to do their roles successfully. Taking risks is important in making decisions and should be based on skills, talent and knowledge. Empowerment is knowing what to do and doing what you know even when uncertainty exists. 

5. Help people who are missing power  

A team member who bullies, is aggressive, or talks too much is, more often than not, displaying symptoms of powerlessness or unmet desires. In order to not let this derail the performance of the whole group, team leaders need to engage this person in dialogue to make them aware of their behavior and figure out what drives and motivates them. Are they after a promotion? Are they dissatisfied with their tasks? Do they want to be involved in a project that makes them feel they are making the world a better place?  

As the old adage goes, “power tends to corrupt and absolute power corrupts absolutely”. People often rise to the top based on their positive reputation and capacity to influence. Yet once they are handed more power, they have to strive hard to continue to wield it in a positive way rather than succumbing to impulsive, self-serving actions. This is the power paradox. 

But the leaders who have held the most enduring power, such as Nelson Mandela, are those who use their influence to advance the interests of others by showing empathy, open-mindedness, fairness, courage and generosity.  

One leader who continues to put the needs of others before his own self-interests is Ukrainian President Volodymyr Zelensky. The former comedian famously turned down a US evacuation offer, responding: “I need ammunition, not a ride.” Through selfie-style videos shot in the streets, Zelensky has used his words and body language to bond with the Ukrainian people. He has motivated them to fight for their country by sending the message: I am taking the same risks as you. 

With the pandemic having shifted the power balance between employers and workers, business leaders will have to step up to become servant leaders. Among the top reasons Americans quit the workforce in droves last year, according to a Pew Research Center survey, was feeling disrespected. To hold on to staff, managers will have to find ways to make them feel valued and pay more attention to what motivates them and gives them purpose. The ones who feel good about their work tend to be the most empowered.