Power_ Why Some People Have Itand Others Don't - Jeffrey Pfeffer [67]
CAREFULLY CONSIDER AND CONSTRUCT YOUR IMAGE
You need to think strategically about the dimensions or elements of the reputation you want to build and then conduct yourself accordingly. Ryan Lizza’s account of the rise of Barack Obama in the tough world of Chicago and then Illinois politics illustrates how Obama, from the very beginning, worked to build a political identity that would be useful to him:
Obama seems to have been meticulous about constructing a political identity for himself. He visited churches on the South Side, considered the politics and reputations of each one, and received advice from older pastors…. Though he admired Judson Miner, he was similarly cautious about joining his law firm…. Obama was writing “Dreams” at the moment that he was preparing for a life in politics, and he launched his book and his first political campaign simultaneously.11
For more than a decade, John Browne served as CEO of British Petroleum; under his aegis, BP bought Amoco and Arco as well as making numerous smaller acquisitions. Browne was named to the British House of Lords and was voted the country’s most admired business leader numerous times.12 But as the many executives I have spoken with over the years point out, Browne is not necessarily the most obvious leader: he is short, less than five feet six inches tall; soft-spoken and awkward in social settings, essentially an introvert; and an intellectual in an industry known for brash, bold leaders who take big chances. Browne’s rise to power and his consolidation of his position was based in part on his ability to build an image that served him well.
Although Browne’s reputation is multifaceted, three dimensions stand out: hard work and dedication, intelligence, and intimidation of others. Browne was at BP throughout his working life, spending over 30 years in the company. He moved around the world—his postings include Anchorage, Alaska, New York, Cleveland, and London, among others. He worked enormous hours. It is helpful to be seen as someone devoted to the company above all else.
Browne’s intelligence is legendary. Trained in physics, Browne always emphasized first principles and asked inquisitive questions. His analytical training permitted him to do well in his jobs both in finance and in exploration. But what comes across is how he uses his intelligence and memory to build his reputation as being super smart, not unlike what Robert McNamara did at both Ford and the Department of Defense.
Browne turned his shyness into a virtue. He carefully controlled his schedule. As a result, those who were lucky enough to get a meeting with him understood that each encounter was very important and high stakes. Browne turned even the ability to interact with him into a source of power—he controlled the scarce resource of his time. And as he displayed his intellectual prowess during those meetings, Browne built a reputation for brilliance that served him well both inside and outside BP.
The specifics of a useful reputation will obviously vary depending on the context and your own personal strengths and weaknesses. What is important is that you think carefully about the dimensions of the reputation you want to build, and then do everything in your power, from how you spend your time to what organizations and people you associate with, to ensure that is the image that you project.
BUILD YOUR IMAGE IN THE MEDIA
When Marcelo, a Brazilian, was 23 years old, he was named controller of one of the largest real estate companies in that country. At the time, he had four years’ experience as a financial analyst, and he was given the responsibility for running a department with 70 people doing finance, accounting, internal audit, and investor relations. Why he got the job is not nearly as interesting as what he did once he was in it. Marcelo knew