Power_ Why Some People Have Itand Others Don't - Jeffrey Pfeffer [109]
Nissan, 54
Nixon, Richard, 69–70, 120, 141
Nobel Prize, 186
Nomura Securities, 9
North, Oliver, 125–26, 130, 140, 142
Obama, Barack, 80, 83, 140, 153–54, 161
Occidental Petroleum, 212
O’Donnell, Lawrence, 83
opposition, 164–77
advancing on multiple fronts, 173–74
avoiding unnecessary problems, 169–70
focus and, 170
how and when to fight, 167–77
Laura Esserman example, 164–67
leaving people a graceful way out, 167–69
making your objectives seem compelling, 176–77
not taking things personally, 170–71
persistence and overcoming, 172
psychological reactance, 167
seizing the initiative, 174
turning enemies into allies, 168–69
using rewards and punishments to shape behavior, 174–75
Oracle, 201–2
Ostler, Clyde, 59
Owens, Dick, 193
Pacific Gas and Electric, 58–59, 69
Pack Your Own Parachute (Hirsch), 217
Page, Larry, 96
Paley, William, 99, 197
Papanek, Hanna, 190
Patterson, David, 83
Patton, Gen. George, 135
performance. See job performance
personal change to achieve power, 37–39
Peterson, Pete, 215
Pettigrew, Andrew, 68
Pharmaceutical Research and Manufacturers of America (PhRMA), 109
Plattner, Hasso, 61, 62, 63
Podolny, Joel, 117–18
political skills inventory, 5
Powell, Michael, 54
power
acting and speaking with, 125–46
applying techniques of obtaining, ease of, 226–36
attributes of, 36–57
benefits of, 6–7
breaking the rules and, 82–86
building your path, 228–30
career choice, where to start, 58–74
career success and, 55
claiming, not giving away, 230
costs of, 183–97
creating resources, 92–105
decision making and, 223–25
fear of trying and failure to achieve, 14
flattery as strategy for, 33–35
as fundamental human drive, 8
having resources, using strategically, 92–96
how you look and, 136–37
job performance and, 19–35
keeping, 203
likability created by, 87–88
loss of, how and why, 198–212
media attention and, 158–59
motivated by, 4, 7
networking and, 106–24
opposition and, 164–77
personal attributes and, 36–57
physical closeness to and power of department, 69–70
power dynamics and organizational commitment, 213–25
relationship with those in power, 19–35
reputation and, 147–63
as self-reinforcing process, 94
setbacks and, 177–82
standing out and, 75–82
power base
building from where you are, 97
career platform for, 59–60
enhancing people’s self-esteem and, 31
“just-world hypothesis” and lack of building, 9
recruiting for, 52, 87–88
resources for, creating something out of almost nothing, 96–105
trade-off: strong power base vs. less competition, 71–74
Whiz Kids and building of, 63
winning/success, attraction to, 88
“Power corrupts” (saying), 199–203
Berkeley cookie experiment, 201
power dynamics and organizational commitment, 213–25
hierarchical authority and decision making, 223–25
influence skills, usefulness of, 221–22
power and hierarchy are ubiquitous, 218–21
power struggles. See opposition Prince, The (Machiavelli), 86–87
promotions, 23–24
loyalty and, 45–46
networking and, 111
Proudfoot, 85
Raytheon Company, Business Leadership Program (BLP), 112–13
Reagan, Ronald, 97, 125, 145
Reckoning, The (Halberstam), 54
reputation, 147–63
association with high-status institutions and, 148–49
building in the media, 155–60
constructing your image, 153–55, 235
first impressions and, 149–53
fundamental principles for high-power position, 149
image creates reality, 163
impression management (image maintenance), 185–86
loss of, dealing with, 178
power and shaping of, 158–59
rebuilding, 180–81
self-promotion dilemma, 160–61
upside of negative information, 161–63
writing articles and publishing, 156, 159–60
resources, creating, 92–105
building a resource base inside and outside your organization, 101–2
controlling access to money and jobs and, 92–96
controlling as path to power, 95
creating something out of almost nothing, 96–105
doing small but important