In the movie "Twelve Angry Men," Henry Fonda plays the role of an informal jury leader who flawlessly practices the art of building power between a group and himself. As the movie unfolds with the jury deliberating over a murder trial, eleven jurors all voting "guilty" quickly gang up on Fonda and his single vote of "innocent." The remainder of the movie is a textbook case of Fonda using both facilitative leadership and empowerment skills to build his power and influence within the group, eventually achieving a unanimous vote of innocent for the once condemned defendant. Watching Fonda's ability to increase his power within this group is a great case study and example for leaders to learn from. However, although building power can be simple to understand from case studies, it is usually more challenging for leaders to put into practice in the real world. In this blog post I will explain two practical methods essential to a leader's ability to build power.
The first of these skills, which is described in my August 6th, 2009 blog post, is practicing the facilitative style of leadership. Not difficult to understand theoretically, facilitative leadership can be challenging to practice without an over-arching management model to guide one's behaviors. One such model is the theory of Appreciative Inquiry, which is more commonly referred to as AI. AI, which can be applied to a number of core management practices such as strategic planning or performance management, empowers a new inter-organizational dialogue that is centered around building on what works as opposed to fixing what doesn't. As this dialogue evolves, the creative element within an organization, which often is oppressed by the command-and-control model, is enlivened and empowered, therefore enhancing the individual's and/or organization's capacity for collaboration and change. Over time, many organizations realize increased innovation and focus by implementing the AI platform.
The second of these skills is learning to lead one's staff from the bottom up. In the simplest of terms, this means motivating your people with empowerment and getting them to think for themselves. Again, this is not a difficult body of theory to understand but can be challenging to practice without a few overarching models to guide one's behaviors. One of these models that should be considered is the entire body of research commonly referred to as "Personal Strength Theory". After identifying our strengths and our weaknesses, modern strength theory compels us to place the majority of our effort toward developing our strengths, therefore, debunking the past notion of "well-rounded" development for all. Once we focus more fully on our strengths we continue to gain confidence, fulfillment and inner motivation as we move toward a more natural state of being, commonly referred to as "Flow." Once establishing our strengths and unique intelligence, the last resource helps us to place this knowledge into our natural personality style.
Another model to enliven one's empowerment and motivational strategy is the use of psychometric assessments, particularly the Myers-Briggs Type Indicator (MBTI). The MBTI allows us to plumb the depths of established personality theory further identifying who we are via one of sixteen personalities. Once claiming one of the validated personality styles, we learn what behavioral and attitudinal tendencies are central to that personality and how best to express this central persona in our work and life. This practice allows us to express our most skillful tendencies in most work-related and personal situations, therefore allowing us to reach a heightened state of self-confidence and individual accomplishment.
Today's leaders will be more successful, as will the organizations they lead, if they are empowered to achieve the agendas they are charged with. These skills and models are just a few of the many available to help a leader increase their power and achieve their goals.
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