I recently read a fascinating blog post by Seattle area consultant and coach Neil Baker, MD, entitled “Hard-wired for troubles with power.” According to the post, research shows that all human beings are “hard-wired” to be “acutely sensitive” to those with power. In the employment setting, this means people with positional power, i.e., those with the ability to hire, fire, manage resources, and assess performance.
I have long discussed the impact of power in my harassment training and management coaching. It is frequently a very eye-opening concept. As described by Baker, however, the consequences for management that flow from employees’ acute sensitivity to power goes far deeper than we may realize. He writes:
“If you have positional power, “the sense-making of people who work for you will be determined less by the facts and more by their internal story. If you do anything that tells them it is not OK to be real around you, your authority will amplify the impact of your action. The slightest voice inflection, the most innocent remark, can land hard on those you have authority over, causing them to make up stories that support increased caution and distort further interaction.”
“Every action and utterance can be scrutinized for meaning”–those with power are suspect until proven trustworthy. On top of this, research suggests that, regardless of underlying personality or values, just being in a position of power will cause a person to listen less, talk more, and have difficulty getting into another person’s shoes to understand and empathize.
On the other side of things, because of this magnifying effect of power, those with positional power can have a large, positive impact on the psychological safety of a work environment.” [footnotes omitted]
Baker goes on to give a wide range of suggestions on how those with positional power can reduce its negative effects, e.g., maintain two way feedback and be careful with language. They are well worth reading.
Reading this post, I had some additional thoughts. This power dynamic creates a difficult situation: most managers and supervisors don’t really have as much power as their subordinates think and actually are just fellow human beings, yet the subordinates are basically hard-wired to get upset and angry with them. To some extent, this just comes with the territory and management must acknowledge and accept this reality.
However, it is important for employers to not allow employees to demonize or dehumanize their managers and supervisors because of some real or perceived wrongdoing on the latter’s part. Anyone who does employment investigations or litigation has seen this demonization. Employers who allow it are undermining their management team and demoralizing the workplace.
So what should employers do when faced with this situation? Employees who name call or badmouth managers and supervisors should be told to express their concerns in appropriate and respectful ways. Those who make unreasonable demands (e.g., put that abuser on leave immediately or that harasser needs to be fired now), should be told that this is not how the employer treats any of its employees as a matter of basic fairness and due process.
Might the demonizer then go after the person who did not give in? Possibly. But in my experience, almost everyone hears and understands concepts of respect and fairness … so long as the message itself is communicated in a fair and respectful manner….
What are your thoughts about positional power in the workplace? ~Amy Stephson