First and foremost, power is personal. Our perception of a situation has much to do with our ability to affect a situation. Therefore, power is each person’s ability to influence a situation. When a person has no ability to influence their situation (even, if as a result of an inaccurate personal belief), they have no power.
Definition of Power
Power is each person’s ability and willingness to influence a situation.
The fundamental law of power is that it is situational, multifaceted, dynamic, and perishable.
Power is Situational
Power is without a doubt situational, a person who is very politically powerful, but having no wilderness knowledge or skills, find themselves alone in the middle will have less ability to save themselves, than an experienced woodsman.
Power is Multifaceted
Power has many attributes (social influence, mental reference, innate ability, and situation), which aggregate to provide the total of your power at in given time and in any given situation
As a person’s situation changes, their ability to influence the situation can be increased, decreased, and/or lost. Also, facets of power are not static but are morphed by change.
A person can, through inaction, lose the ability to influence a situation forever.
Why you should love your work
Sooner or later you will wonder why you are not passionate and energized about your work. At the same time, an inner voice will tell you to suck it up because work is only a four-letter word and you are not supposed to enjoy it.
It is a misconception because loving your work can bring manage benefits. Work should enable and empower, not entrap. Here we have some of the reasons why you should love your work.
Helps with your success
When you love your career, no one can stop you from getting successful. You will do everything that it takes to assure that your customers love what you are offering, and your boss appreciates your every move. You would prefer to collect the appreciation because your every move will be well planned, and you will not be afraid…
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Management and Measurement
You can’t manage what you don’t measure is an old management adage that has been used for many years and while most attribute it to Peter Drucker, some claim that the quote was first used by Dr. W. Edwards Deming, although it is a bone of contention whether or not the quote is used in the correct context.
Irrespective of who said it first, I have always agreed with the principle. Coming from a corporate background where this is one of the management principles often used, I was surprised to learn that there are those that strongly disagree with the statement. This group argues that there are many things being managed at work that aren’t measurable, from the confidence we instill in a new, young manager, to the quality of new hires.
The argument is made that quantity is easy…
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