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2 The Personal Qualities That Bring Influence - Power: Why Some People Have It—and Others Don't

Jeffrey Pfeffer

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He developed qualities that permitted him to obtain and hold on to influence.
Note:QUALITÀ

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RON MEYER.... UNO CHE SI TRASFORMÒ

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you must come to believe that personal change is possible;
Note:CREDERE CHE SI PUÒ CAMBIARE

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avoid negative information and overemphasize any positive feedback we receive.
Note:FATE LEVA SUI BIAS

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you need to understand the most important qualities for building a power
Note:SAPERE DOVE CONCENYRARSI

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CHANGE IS ALWAYS POSSIBLE
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Just as people learn to play musical instruments, speak foreign languages, and play sports like golf or soccer, they can learn what personal attributes provide influence
Note:LINGUA E MUSICA

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DO AN OBJECTIVE SELF-ASSESSMENT
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we like to think well of ourselves, we overestimate our own abilities and performance.
Note:SOVRASTIMA... UN PROBLEMA

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Goldsmith, in his work with high-level executives, who mostly have huge egos, has tried to develop coaching techniques that mitigate the natural human tendency to first avoid and then reject any information about our deficiencies. For instance, instead of giving people feedback about what they have done right and wrong in the past, he focuses on “feedforward,”
Note:FEEDFORWORD

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Grade yourself on a scale of 1 (“I don’t have this quality at all”) to 5 (“I have a lot of this quality and can readily use it”) on each of the attributes.
Note:VOTI

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you may not have the requisite expertise to know how or what to improve. Simply put, knowing what you’re doing wrong requires already having some level of knowledge
Note:SECONDO PROBLEMA... AVETE LA COMPETENZA PER VALUTARE E CORREGGERE?

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Cornell social psychologists Justin Kruger and David Dunning did pathbreaking research about a decade ago showing that people without the requisite knowledge to perform a task successfully also lacked the information and understanding required to know they were deficient, and in what ways.
Note:STUDIO NEL MERITO

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Fortunately, there is a simple solution to this problem: get advice from others who are more skilled
Note:CONSULENZE

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As Confucius said, “Real knowledge is to know the extent of one’s own ignorance.”
Note:CONFUCIO

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SEVEN IMPORTANT PERSONAL QUALITIES THE BUILD POWER
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Ambition
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Success requires effort and hard work as well as persistence. To expend that effort, to make necessary sacrifices, requires some driving ambition.
Note:AMBIZIONE COME MOTORE E MOTIVAZIONE

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the relentless focus on a goal
Note:FISSI SULL OBBIETTIVO

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desire for career success
Note:DESIDERIO

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Energy
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“You don’t change the world by first taking a nap.”
Note:ALTRO CHE PISOLINI

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worked prodigious hours including on the weekend and typically got five hours of sleep a night.
Note:5 ORE DI SONNO

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insomniac,

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energy, like many emotional states such as anger or happiness, is contagious.
Note:CONTAGIO

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Your hard work signals that the job is important;
Note:SEGNALE

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Social psychologist Dean Keith Simonton has spent more than a quarter century studying the determinants of genius. He writes, “individual differences in performance in a wide diversity of talent domains can be largely attributed to the number of hours devoted to the direct acquisition of the necessary knowledge and skill….
Note:FARE LA DIFFERENZA

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great energy signals a high degree of organizational commitment and, presumably, loyalty.
Note:LEALTÀ

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Focus
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one advantage of staying in one place is that you get to know more people in a single organization, and this deeper knowledge permits you to better exercise power because of the stronger personal relationships you form and your more detailed knowledge of the people you are seeking to influence. Although there is a lot of talk recently about increased career mobility, it remains the case that it is often easier to acquire positions of influence as an insider.
Note:STARE IN UN POSTO SOLO

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A second dimension of focus is concentration on a limited set of activities or functional skills.
Note:L INTELLIGENZA È SPECIFICA

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Focus turns out to be surprisingly rare. People are often unwilling or unable to commit themselves to a specific company, industry, or job function.
Note:RARO RESTRINGERE LA PROPRIA DEDIZIONE

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Self-Knowledge
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practice of structured self-reflection.
Note:ESAME DI COSCIENZA

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making notes about decisions, meetings, and other interactions and reflecting on what he had done well or poorly so that he could improve his skills.
Note:PRENDER VNOTA E FARE CONSIDERAZIONI

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reflection.

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many people who think they have 20 years of experience really don’t—they just have one year of experience repeated 20 times.
Note:ESPERIENZA

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Confidence
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spoke confidently about what she recommended as a course of treatment.
Note:APPARIRE SICURI E ISPIRARE FIDUCIA

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Showing confidence seems often to be a particular issue for women, who are socialized to be deferential and less assertive.
Note:PROBLEMI PER LE DONNE

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Empathy with Others
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you need to understand where the other is coming from.
Note:LA STORIA DEGLI ALTRI

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University of Texas psychologist William Ickes
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Empathetically accurate perceivers are those who are consistently good at “reading” other people’s thoughts and feelings.
Note:LEGERE

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Capacity to Tolerate Conflict
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There are lots of books and quite a bit of empirical research on the detrimental effects of workplace bullying—the screaming, ranting, profanity, and carrying on that sometimes occur in workplaces—on both the people who are the targets and the organizations in which they work.20 So why does such behavior persist? Because it is often extremely effective for the perpetrator. Because most people are conflict-averse, they avoid difficult situations and difficult people, frequently acceding to requests
Note:IL BULLO VINCE

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INTELLIGENCE
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intelligence is the single best predictor of job performance.25 However, intelligence is often overrated as an attribute that will help people obtain power.
Note:PERFORMANCE E POTERE

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only about 4 percent of the variation in income was explained by variation in intelligence.
Note:REDDITO E INTELLIGENZA

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academic performance is a weak predictor of career success measures such as income.
Note:VOTI E REDDITO

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People who are exceptionally smart think they can do everything on their own and do it better than everyone else.
Note:INTELLIGENZA E AUTONOMIA ECCESSIVA

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Many books about fiascoes—smart people making poor decisions—make this very point in their titles: The Best and the Brightest, Halberstam’s study of Vietnam, for instance, or The Smartest Guys in the Room, McLean and Elkind’s book about Enron.
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