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We have an entirely messed-up relationship with power. It is something that almost everyone wants, that promises much and can help us achieve great things. Yet power isn't something we openly talk about or understand, and that s a problem. While power is an essential part of every leadership role, it is also a difficult and sometimes toxic partner that changes everyone who holds it. And often, in ways that make being a good leader much harder.
Approached carefully, however, the worst of power's negative effects can be avoided and balanced by its positives. This book shows you how. It reveals what power does to people, and how it both affects them as leaders and the people they lead. And it shows how, in turn, leaders can affect the positions of power they hold, too.
Incorporating the latest neuroscience, the book offers clear lessons for how to successfully manage power. For leaders, it provides practical advice on how to survive having power, avoiding its worst effects. For organisations and institutions, it is about how to ensure that the people who have power are equipped and supported to thrive with it. And for us all, as people who choose and follow leaders, it is about how we can identify those most at risk of falling to power's dark side.
Ultimately, this book provides a plan for how we can have a healthier relationship with power, so that as individuals we can be better leaders, and as organisations and societies we can be better led.
Sommario
1. The Two Great Lies of Power.- 2. Brain Cells, Hormones & What I Learnt in Prison.- 3. How Power Impels Us.- 4. How Power Focuses & Simplifies Our Judgement.- 5. How Power Insulates & Isolates Us.- 6. Greg Wallace's Video.- 7. How Power Reveals & Amplifies Us.- 8. Reverberations.- 9. How Power Sensitises & Triggers Us.- 10. Seven Responses to Threat.- 11. Why it's Getting Worse.- 12. We Need to Talk About Donald.- 13. How Powerholders Can Protect Themselves.- 14. Selecting People for Power.- 15. What Organisations Need to Do.- 16. Power and the Politician.
Info autore
Nik Kinley is a London-based consultant and coach with over 30 years' experience assessing leaders, changing people's behaviour, and evolving orgnisational cultures. His varied background includes commercial roles, senior corporate HR positions (with BP and Barclays), and consulting roles, as well as over a decade working in prisons as a forensic psychotherapist.
Shlomo Ben-Hur is an organisational psychologist and professor of leadership and organisational behaviour at the IMD business school, Switzerland. Prior to this, he spent more than twenty years in the corporate world holding senior executive positions, including at BP, DaimlerChrysler, and Sloan-Kettering.
