Power is a funny thing. Right now I’m thinking about power because my electricity is out and I’m seeing how much work I can get finished before my laptop battery dies. But I’m not really thinking about that type of power.
In 1997 Dr. Blain Lee, a Vice President with Franklin Covey, authored the book “The Power Principle – Influence with Honor.” The book explores the sources of power and influence and develops the concepts of four types of power: Powerless where one is full of doubt; Coercive Power which works through fear; Utility Power which works through fairness; and Principle-Centered Power that works through Honor. Given the book’s title it’s clear which type of power Lee is teaching, but he’s got a great story. Like most books from Franklin-Covey it does an excellent job of blending lecture with example and analogies and has a tremendous overall message.
In organizations, power often comes with authority. “Because I’m in charge you have to do what I say.” Sure, the person in authority may still practice any of Lee’s four types of power, but regardless of their style (or their effectiveness) some amount of power is accorded to them strictly based on their position.
We HR folks often don’t have that option. Yes, we may have a small staff but these days you can expect to see 1 HR employee for every 100 to 200 total employees, so in only the largest of companies will any HR executive have significant management authority. But what HR should have is influential power. While we typically can’t “make” managers do what we want because they report to us, hopefully we can influence them to do what should be done, because they respect us.
Respect, now that’s another hard word to wrap your brain around at 7:30 in the morning. It seems so simple when Aretha Franklin sings it, but respect, like influence, trust and power are all shifting sands. How does one garner respect which then begets influence which then opens the door for power? That’s the $64 question. Here are a few tips that I guarantee will work.
First, know your job. Learn everything you can about HR. Get your PHR, SPHR or GPHR certification. Read HR magazines. Talk with other HR professionals about current topics. Know the labor laws in your state. If you are going to provide value to your organization as an HR professional, you must first be the unquestionable subject matter expert in that organization.
Second, know your company’s business. Know your products, your markets, your competitors, and your competitive advantages (and disadvantages). Be familiar with your company’s financials and ongoing performance. Know your management, their personality styles and temperaments. No one is going to give you a seat at the table if you can’t talk their language, and that language isn’t HR, its business.
Finally, be the voice of reason, not the policy police. Your organization needs a few bright-line policies – e.g. “We don’t tolerate discrimination or harassment”. But most of those hallowed HR policies, e.g. compensation systems, performance review processes, etc. should be guidelines, not rules. They reflect what should typically be done. But a good HR person knows that at the end of the day we need to do what’s right for the both the employee and for the company. That may mean that this person gets a larger or smaller increase than the chart suggests, or that person has a performance review in 9 months, not 12. As long as these decisions are not being made in a discriminatory fashion do what’s right.
Managers will respect an HR person who consistently knows what he/she is talking about, can apply that knowledge to the business, and is willing to implement guidelines instead of enforcing rules. That respect will earn you the trust and power that will make you an HR superstar in your career.
Power to the people, baby!
It's All About People ... 