"Being powerful is like being a lady," former U.K. Prime Minister Margaret Thatcher once said. "If you have to tell people you are, you aren't." Here's the point: You can't just stand up and announce to a room of colleagues and employees that you're powerful. Nor does this quality automatically come with your job title. Power, it seems, must be earned. And -- like a marathon runner training day-in, day-out -- cultivating power is a constant exercise. This is the contention of the book The Elements of Power: Lessons on Leadership and Influence(Amacom/Available now). Author Terry R. Bacon distinguishes 11 clearly defined elements of power and conveys how CIOs and other executives can effectively adapt behaviors and best practices to exude this characteristic. The critical components of power aren't really about money, job status or social standing. Bacon reveals that personal qualities are far more influential within an organization. Bacon is a leadership/management expert, coach and consultant and founder of the Lore International Institute, an executive development firm recently acquired by the Korn/Ferry Institute, where he now serves as a scholar in residence.
Knowledge is also class-agnostic—anyone can get it if they have the determination and savvy to do so.
This article was originally published on 01-19-2011
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