Page 183 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

168 Just Promoted!

issue of power and allegiance to you is part of your diagnostic responsibility
and should not be delegated to a diagnostic task force.
John was named to head the visual effects production department of a large
information technology company. His first job out of high school was as a
technician in the department, and he assumed greater responsibility as the
department grew to more than 25 people.
Even though John was clearly the department’s top performer and
deserved a promotion, he had some liabilities. He was independent and
strong-willed. He often kept to himself, and he was not comfortable with the
give-and-take of group problem solving. His people were not sure he heard
their concerns or even cared about them. In time, two of the earliest employ-
ees developed grievances about decisions that John had made. They decided
to informally organize themselves to force John to face all the group’s com-
plaints and to share decision making with a “management board,” which they
felt they could numerically dominate.
John was willing to listen to the grievances and attempt mutual problem
solving, but he was unwilling to share decision making with a management
board. Because he had made that decision so firmly, his disgruntled employ-
ees had few options. They could disrupt the work, which they were partially
able to do. But the ambivalence of other employees toward the disruptions and
the general weariness of the employees caused by scheming, secret meetings,
and gossip took its toll. The group’s spirit and commitment to this quiet revolt
soon soured. Within six months, the employees who had led the disruption
decided to leave John’s group or the company.
Formal power is the right to hire and fire, transfer, demote or promote, and
reward. Informal power is the ability to persuade, influence, and be heard. For-
mal power is bestowed; informal power is earned through competence and
relationships. In a showdown, formal leadership holds the money and power.
Analyze the political climate of your department. Do those with formal power
also have informal power? Who has earned informal power, and how do they
choose to use it? Do they help or hinder your efforts? Do they help or hurt the
organization’s progress? Where are the power groups? If they are aligned along
functional lines, such as cohesive work groups, your organization may be
stronger for it. But if the political structure conflicts with the organizational
structure, the conflict within work groups may affect productivity, employee
engagement, and organizational effectiveness.