The Three Faces of Power

Awareness is an important asset in The Power Mesh. How aware are you of the kinds of power that are shaping your perspective, behavior and choices – as a leader and as a follower? The more clearly you can distinguish among the three faces of power, the more wisely you’ll use your voice, your vote — at work, in society, in life.

Power Is a Force That Leaders Use in Three Ways

Think of leadership as a booster rocket. Or a lightning rod. Or a stage microphone.

It’s a force-multiplier that can be used to lift, transform, accelerate, or even destroy. The  previous article in this series explored power as that kind of energy.

This article explores three distinct engines of power that institutional (elected, appointed) leaders have at their disposal – and that followers, by acting and not acting enable or block. I call them Power¹, Power², and Power³.

Power¹: Personal Power

We all have personal power due to a variety of personal qualities. Leaders in business and government bring their own unique characteristics into their leadership role. Followers draw on their personal qualities when supporting or confronting what institutional leaders do. Qualities like those below are a leader’s (or anyone’s) first power base: Power^1:

• Experience
• Knowledge
• Networks
• Communication skills
• Reputation
• Integrity
• Beliefs
• Charisma
• Accumulated trust

This Power¹ is what leaders draw on when the road ahead is unclear and there’s no manual to follow. Power¹ is especially critical in today’s increasingly complex and uncertain times when there are few guidelines or rules for many of the decisions leaders must make. They and we must rely on their character, integrity, competence, knowledge, values, beliefs, and persuasive power to fill in the

cracks. Generally, as the level of institutional power increases, so does the complexity and uncertainty that is part of the job. This means that the higher the institutional level, the more important the personal qualities related to the leadership role.

Power¹ is earned authority grounded in the experiences, learning, and values the leader has developed throughout life. It is who the leader is when the lights are off — and when the pressure is on.

Ask yourself:

• Do you as a leader have the personal qualities, experience, judgment and wisdom you need to handle unpredictable, high-stakes situations in your leadership role?
• And, as a voter or employee, what personal qualities do you look for in a person running for office or in the leaders you want to work for — not what they say or promise, but who they are? What do you do to find and support leaders who have these qualities?

Of course, we all bring our experiences, knowledge, values and experiences into the follower/supporter role, too. I will deal with this in future The Power Mesh articles.

Power²: Institutional Power

Power² is the power granted by an office, title, or role. Presidents, governors, congresspeople, judges, mayors, cabinet officials, corporate CEOs and executives, supervisors, principals — all have various kinds of institutional authority. Parents, too!.

Power² is borrowed power— leaders only have it as long as they are in their formal appointed or elected roles.

Power² is vast power. It is asymmetrical — unbalanced, most of the time in favor of the institutional leader. This is because in their institutional leadership roles and in addition to their Power¹, these leaders have power over an institution’s resources, decisions, communication channels, and more.

For example, the US President uses asymmetrical authority when he speaks formally and informally, signs with his veto pen, issues executive orders, negotiates with foreign leaders. Business leaders, on the other hand, have outsized influence on strategies, structures, hiring decisions and career moves, work conditions, and much more.

Power² is massive power. It is what we usually mean when we talk about power. In mythology light sabers, wands, capes, and rings signal to everyone that their owners have vast authority and responsibility. Ermine robes, scepters, and thrones are symbols of Power² for royalty. For the pope, it’s a triple crown (tiara). These outward symbols are reminders of this vast, but temporary power that will go away when a person leaves a position or office.

This form of power attracts many temptations to abuse it and keep it at all costs. You’ve heard it: “Power corrupts, and absolute power corrupts absolutely.” (Lord Acton, 1887).

✅ Stop for a few seconds. Ask yourself:

• What are leaders you support doing with their Power² authority? Are they guarding, updating, and keeping their institution healthy —or gaming it for their own benefit?
• Are they serving their stakeholders and constituents or their own and their allies’ and cronies’ needs and desires?

Power³: Psychological Power

This one’s trickier—and it’s often invisible until it’s too late.

Power³ is the emotional bond between leaders and followers. It’s the power you give because you are drawn to specific leaders, admire them, resonate with their energy or emotional appeal—or fear them.

It is a high energy connection that triggers primary emotions and desires.

Psychological power triggers our limbic system — the quick reacting part of our brains. We feel it in our bodies. For example, you may have a strong emotional reaction to a specific leader (or for leaders, to specific followers). Reactions can take the form of noticeable and often very intense feelings of…

• Hope
• Fear
• Anger
• Nostalgia
• Victimhood
• Disgust
• Hero worship
•  Even a sense of destiny

Power³ is not a rational power. The reasons for emotional connections often are rooted in a leader or follower’s past experiences with authorities (parents, older siblings, teachers, church leaders, bosses, and others) that may still have strong emotional vibes.

Information and disinformation campaigns often target Power³—not by convincing you logically, but by flooding your system with emotional triggers that can pave the way for you to be manipulated.

Power³ can cause you to bypass reason when you’re not aware of it.

This is a big topic and a very important and interesting one for both leaders and followers. I will say much more in future articles. So, stay tuned!

Ask yourself:

• For followers: Think about a leader you are intensely drawn to—or repelled by. What happens inside you when you do this? Does this person remind you of an authority relationship from your past?
• For leaders: Think of somebody you lead. When that person pushes your emotional buttons, what happens? Do you initially react emotionally at the thought of this person? What emotion is being triggered? And why do you think it rises up?

Your Power Check–In

Power may be an invisible force, but it is a vital part of life in The Power Mesh. Be alert to the type of power you are using as an appointed or elected leader or participating in as a citizen or employee or other role. Ask yourself:

• Power¹: What personal traits, skills, and knowledge do I have as a leader? Or, what qualities does my boss or a political leader have?What qualities do I bring when I am NOT the leader?
• Power²: What institutional power do I have as an elected or appointed leader? How do I use the tools and authority of this office?Fairly, abusively, courageously, recklessly? As a follower, what institutional powers do I have? How do I use my power to influence what happens even though I don’t have leadership authority.
• Power³: As a leader, ask yourself, “What emotions do the people I lead stir in me?” As a follower identify one political and one employment related leader. What feelings/reactions arise as you think about these institutional leaders? Are your reactions colored by your past experiences with people in authority? And how are these emotions affecting your judgment and behavior?

I think we all want the Power Mesh to be a place where leaders and followers meet to solve problems and create a better future. But let’s all of us, institutional leaders and the rest of us, show up there with awareness. A key is AWARENESS. Recognize which of the three powers is in play. Then, as a leader with institutional power, use your Power² wisely. And as followers, be alert to leaders’ uses of the three powers and vigilant when Power³ reactions appear. Expect and support the best in leaders who are at the helms of the institutions you rely on.

The Bottom Line

Power is not just about who has elected or appointed authority, or sits in the corner office. It’s about how leaders wield their power — and how we engage with and influence it. So…

Sharpen your power sensors.

Steel yourself for the work ahead as these three power forces continue to play out in The Power Mesh.

Pat McLagan