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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.
LIBRI SUL TEMA

Il mito dell’efficienza nell’impresa privata

It Takes More Than Performance – Power: Why Some People Have It—and Others Don’t – Jeffrey Pfeffer

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Trigger warning: – performance e promozioni – performance e paga – performance e fortuna – le performance sono infinite – ostentare – la figlia del capo – il leccaculo – politica e performance

1 It Takes More Than Performance
Note:1@@@@@@@@@@

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If you think it’s just in the domain of public education where success fails to guarantee job security, think again.
Note:SCUOLA E ANTIMERITOCRAZIA

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And it’s not just in the public sector where there is a weak link between job performance and career outcomes.
Note:STATALI E MULTINAZIONALI

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And it’s not just at the highest levels or just in the United States where performance doesn’t guarantee success.
Note:NON SOLO IN VETTA

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Not only doesn’t good performance guarantee you will maintain a position of power, poor performance doesn’t mean you will necessarily lose your job.
Note:LA PERFORMANCE NON E' TUTTO...ANZI

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One of the biggest mistakes people make is thinking that good performance—job accomplishments—is sufficient to acquire power and avoid organizational difficulties. Consequently, people leave too much to chance and fail to effectively manage their careers.
Note:AFFIDARSI ALLA PERFORMANCE E' AFFIDARSI ALLA FORTUNA

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THE WEAK LINK BETWEEN PERFORMANCE AND JOB OUTCOMES
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More than 20 years ago social psychologist David Schoorman studied the performance appraisal ratings obtained by 354 clerical employees working in a public sector organization.
Note:SHOORMAN

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guess, supervisors who were actively involved in hiring people whom they favored rated those subordinates more highly on performance appraisals than they did those employees they inherited or the ones they did not initially support.
Note:FAVORITISMI A GO GO

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In 1980, economists James Medoff and Katherine Abraham observed that salaries in companies were more strongly related to age and organizational tenure than they were to job performance.6 Ensuing research has confirmed and extended their findings,
Note:MEDOFF

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Not only may outstanding job performance not guarantee you a promotion, it can even hurt.
Note:L'EFFICIENZA CHE DANNEGGIA

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“I’m not going to let you go because you are too good in the job you are doing for me.”
Note:RISPOSTA STANDARD AI CAPACI CHE CHIEDONO POSTI DI RESPONSABILITA'

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Most studies of job tenure examine CEOs, because CEOs are highly visible and that’s the position for which there is the best data. Performance does affect job tenure and its obverse, getting fired, but again the effects are small.
Note:CEO... I PIÙ STUDIATI

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So great job performance by itself is insufficient and may not even be necessary for getting and holding positions of power.
Note:SUFFICIENTE E NECESSARIO

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GET NOTICED
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People in power are busy with their own agendas and jobs. Such people, including those higher up in your own organization, probably aren’t paying that much attention to you and what you are doing.
Note:L'ATTENZIONE DEL CAPO COME RISORSA SCARSA

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The importance of standing out contradicts much conventional wisdom. There is a common saying that I first heard in Japan but since have heard in Western Europe as well: the nail that sticks up gets hammered down.
Note:OSTENTARE PAGA

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In advertising, one of the most prominent measures of effectiveness is ad recall—not taste, logic, or artistry—simply, do you remember the ad and the product?
Note:MEMORABILE

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people, other things being equal, prefer and choose what is familiar to them—what they have seen or experienced before.
Note:ROBERT ZAJONIC

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The simple fact is that people like what they remember—
Note:CCCCC

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An Italian executive who has worked in numerous large multinational corporations and has risen quickly through the ranks is an outspoken and provocative individual. Consequently, he sometimes irritates people. But as another manager told me, “decades from now I will remember him, while I will have forgotten most of his contemporaries.”
Note:ESSERE PROVOCATORI

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DEFINE THE DIMENSIONS OF PERFORMANCE
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Tina Brown’s performance as a magazine editor depends on what criteria you choose to evaluate her work. She presided over great growth in advertising revenue and circulation. She garnered press attention for herself and the magazines. But there was no economic profit.
Note:MR.PROFITTO E I SUOI FRATELLI

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There are limits to what you can do to affect the criteria used to judge your work. But you can highlight those dimensions of job performance that favor you—and work against your competition.
Note:ESALTATE I VOSTRI PUNTI FORTI

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REMEMBER WHAT MATTERS TO YOUR BOSS
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One of the reasons that performance matters less than people expect is that performance has many dimensions. Furthermore, what matters to your boss may not be the same things that you think are important. Jamie Dimon lost his job at Citigroup when he got into a tussle with Sandy Weill’s daughter, who also worked for the company. Weill cared about his family, not just about the financial results of Citigroup.
Note:LA FIGLIA DEL CAPO

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Many people believe that they know what their bosses care about. But unless they are mind readers, that’s probably a risky assumption. It is much more effective for you to ask those in power, on a regular basis, what aspects of the job they think are the most crucial and how they see what you ought to be doing.
Note:CHIEDERE

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MAKE OTHERS FEEL BETTER ABOUT THEMSELVES
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You can almost always tell at least one aspect of your job performance that will be crucial: do you, in how you conduct yourself, what you talk about, and what you accomplish, make those in power feel better about themselves?
Note:FAR STAR BENE GLI ALTRI

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And because people like themselves, people prefer others who are similar, because what is more self-enhancing than to choose someone who reminds you of—you! A large literature documents the importance of similarity in predicting interpersonal attraction.
Note:CONFORMISMO

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because people like those who are similar to them, they also favor their own groups and disfavor competitive groups—an effect called ingroup bias and outgroup derogation18—and also prefer people from their own social categories, for instance, of similar race and socioeconomic background. One sure way to make your boss feel worse is to criticize that individual, and this criticism is going to be particularly sensitive if it concerns an issue that the boss feels is important and where there is some inherent insecurity.
Note:NON CRITICARE IL GRUPPO

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The lesson: worry about the relationship you have with your boss at least as much as you worry about your job performance.
Note:LE RELAZIONI CONTANO

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One of the best ways to make those in power feel better about themselves is to flatter them. The research literature shows how effective flattery is as a strategy to gain influence.
Note:LECCARE IL CULO PAGA

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Most people underestimate the effectiveness of flattery and therefore underutilize it.
Note:METODO SOTTOVALUTATO

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There is simply no question that the desire to believe that flattery is at once sincere and accurate will, in most instances, leave us susceptible to being flattered and, as a consequence, under the influence of the flatterer.
Note:DIFFICILE CHE IL BOSS PENSI ALL'ADULATORE COME A PERSONA INSINCERA

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The people responsible for your success are those above you, with the power to either promote you or to block your rise up the organization chart.
Note:IL TUO SUCCESSO DIPENDE DAL TUO CAPO

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It is performance, coupled with political skill, that will help you rise through the ranks. Performance by itself is seldom sufficient, and in some instances, may not even be necessary.
POLITICA+EFFICIENZA