Events
2010 Education Panel Discussion
How Education / Business Partnerships Improve Georgia Schools
March 19, 2010 - 7:30 AM to 9:45 AM
Sponsored By:
Georgia Pacific
GE Energy
North Highland
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A Question Of Authority
by Bob & Lyn Turknett
September 12, 2008
Question: My boss asked if I would put together a Task Force with my five peers
and come up with an IT solution that works for all of us. I've been asking her for a
leadership assignment, but this one's frustrating because I have no real authority over the other
people. Should I accept it, or wait for a role that gives me more power so there is a greater
chance for success?
- Suzanne F.
Lyn's Answer:
Team leaders often have to accomplish their objectives without direct authority over the
other players. You've been given a vote of confidence in your ideas and talent, and now you
are uncertain you'll have the power to implement them. But leadership today is not so much
about power, and totally about influence. It's a required skill as you move up the ladder, and this
assignment could be ideal for developing your leadership portfolio, Suzanne. What you need for
success is not more authority, but more ideas for how to build influence.
Bob's Answer:
Absolutely accept this assignment, Suzanne - this opportunity is the perfect laboratory for
accelerating your leadership growth. I'm reminded of an executive in an information technology firm
who was moderately confident and took responsibility for his own area, but had never taken
initiative to do something that would benefit the whole company. Through our coaching Ed got
excited about developing his leadership skills, and decided to approach an issue as if he were the
president of the company. He organized a group of his peers across departmental lines to create a
technology center that would be a boon to the business as a whole. He garnered support from all the
key people, and to his surprise, made it happen. As he got involved, he inspired his direct reports
to take more initiative and go beyond what they thought they could do. He shifted from focusing on
what he couldn't do, to being a leader focused on what he and his team could do. Though he was
analytical, technical and did not see himself as a people person, he was amazed to discover how
much power he had to motivate and inspire others.
Lyn: Hopefully you already have good relationships with your peers, know a bit
about them personally, and understand THEIR business challenges. Netweaving - not just networking
but actively trying to help others meet their needs and goals - builds relationship capital, which
is key to influence. As you begin the project, work together to form a joint vision of what
you're trying to accomplish - make the goal clear and help all feel excited about it and about what
it can do for the company. Often we set our own limits on how much power and influence we have.
Expand your box - how much you are willing to be responsible for - and you may be surprised at how
much influence you already have.
Bob: I recommend Robert Cialdini's book, "Influence: The Psychology of
Persuasion;" Daniel Goleman's (and two others) "Primal Leadership;" Bob Littell's "The Art and
Heart of Netweaving;" or our book, "Decent People, Decent Company," especially the chapters on
Emotional Mastery, Empathy, Accountability, and Humility.
When you take on a responsibility it is natural to wish for the power to get it done; but
learning how to influence others will be even more valuable in advancing your career.
Turknett Leadership Group has guided executives from Fortune 500 companies and entrepreneurial firms to successful answers for over two decades. If you have a question about the best way to lead your organization or develop your own skills as a leader, send a confidential e-mail to: Answers@turknett.com.
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