Everyone seeks power of one kind or another. And there is nothing wrong with that since it’s human nature to wish for some measure of influence or control over other people and the circumstances of life. Power in and of itself is neither beneficent nor malicious, it just is. For those in positions of leadership and responsibility and, equally important, for those aspiring to become leaders, power can become the alluring melody of the Sirens drawing us to the rocks of failure and despair. And I say “we” because my personal and professional ships have run hard aground more than once. The road of leadership and inspiration of others may begin paved with worthy and noble intentions, but without brutal self honesty and constant vigilance, it can become a fatal minefield, a destination of failure, shame, and relational carnage. The Good News is it doesn’t have to end up that way.
Perhaps it’s maturity (getting old!) that prompts me to listen more carefully to the stories of those who have risen to great heights of prestige and power and then fallen mightily from grace and to heed their advice. Recent history is replete with examples of the powerful having toppled from their lofty heights. Richard Dortch, former president of PTL, Lee Atwater, brilliant leader of the Republican party, Robert Fomon, CEO of E. F. Hutton, Ken Lay of Enron, and many others knew unimaginable power, prestige, and wealth yet engineered their own downfalls. Leaders, managers, and people should pay close attention to their stories and hard learned lessons.
Power wears many masks, but underneath them all lies self-centeredness. And it’s not just those in powerful positions who who seek out and use power since power plays can be used by any of us in both our personal and business relationships. The lure of power is difficult to resist. Author Sheryl Forbes describes it as “a god, and a heady, intoxicating one”. Richard Foster wrote, “Power destroys relationships. Climb, push, and shove is the language of power.” In the workplace and at home it can also be “manipulate, coerce, and undermine”. Ralph Waldo Emerson wrote, “The imbecility of men is always inviting the impudence of power”. We incur the greatest risk when our attention turns from assisting and serving others to acquiring and maintaining a position of personal power.
Among the dangers to those in positions of authority and power is the gradual sense that one cannot fail. After all, a title or position often means the media brings attention to what we say while others work to seek our favor and approval as perk after perk becomes available to us. Such attention and adoration can sow the poisonous seeds of hubris and distance us from others, gradually convincing us of the lie that we know better and are better than other people. We then begin to believe, “I know what is best, therefore, I don’t need advice”. No longer a team leader, the intoxicating aroma of power begins to convert us from a caretaker to a master. Eventually we will only lead a team of one and our path will lead to isolation and failure.
An extreme example of the misuse of power is the Challenger disaster. Roger Boisjoly was a senior engineer at Morton Thiokol, the company that built the solid rocket boosters that failed causing the loss of the entire crew. He had warned that under certain low temperatures the seals could fail and the rockets would explode. As temperatures plunged he recommended the launch be postponed. Instead of requiring him to prove the flight was safe, senior managers required him to prove the flight was unsafe, a total reversal of accepted safety processes and procedures. History records the tragic consequences as managers overruled engineers, and the launch was mandated over the objections of men like Boisjoly. Why would rational, responsible professionals make such a decision? Money, reputation, and expediency took precedence over human life, the arrogance of power ruled the day and sealed the fate of the crew and set the shuttle program farther back than if the launch had been postponed.
As leaders and stewards of those whom we lead there are questions we should frequently ask ourselves, a kind of personal “power assessment” as we remain constantly vigilant and brutally honest with ourselves. Our assessment questions could be, “If I didn’t hold my current position would I feel lost without it? How far would I go to maintain my position? What are my motives? To what am I really committed? Do I really care for people? How much of myself do I really give to helping others? How motivated would I be or what would I think of myself if I didn’t have this title?” Most importantly, we should ask “If I was not its leader would I give this cause or job the same amount of commitment?”.
“Fatal conceit” is a term created by Nobel prize winner, Friedrich von Hayek, and it alludes to the inevitable consequences of the misuse of power. The conceit comes from believing that by having power we become a master of our own circumstances and can make life conform to our wishes. Colonel John Boyd charted the ultimate course toward personal and professional success and victory in life when he said, “The concept of grand strategy involves creating a vision so stirring, so noble, so attractive that it not only attracts the uncommitted and magnifies the spirit and strength of its adherents, but also undermines the dedication and determination of any competitors or adversaries.” To truly lead is to become a noble, trusted caretaker who creates a committed team, and inspires others to solve their own problems with their own creative solutions. That personifies the humble, worthwhile exercise of power. Having lead in this manner and with this heart what transpires is exactly what Colonel John Boyd foresaw: the uncommitted become committed, the willing become inspired, and our adversaries become discouraged. And THAT is the Good News.
Originally published in Beaumont Business Journal, Heat And Humanity Column
