In my coaching toolbox, I have a coaching model around Career Drivers: 9 suggested elements key to progressing successfully in nearly any given career.

Like all coaching tools, this model is a framework to prompt useful thinking ; not the last word on what must, should or ought to be. And it would introduce some really interesting topics of discussion: not least of which was my clients’ general resistance to the word “Power”.

Among the 9 Career Drivers, “Power” would sit not as a quality or trait we needed our egoic self to possess, but as an idea with which to have a functional and productive relationship. But even then, so many of my clients would recoil from the idea of “Power” that I subsequently updated it to “Influence & Impact”.

Then the conversation would flow – to my mind, with near-identical content and outcomes as the would-be conversation on “Power”! But there you go: so much of everything is in the thinking strategies we employ.

So, my question for you: What is your relationship with “Power”?

And is that a relationship that serves or undermines your career progression and success?

Redefining your relationship with power

Our thoughts for “Power” are not often positive. And for lots of understandable reasons – but that doesn’t mean we can’t redefine its meaning, and therefore our relationship with it.

A simple definition of “Power” that we might all find more functional (and less emotionally-charged!) is “potential for influence and impact”. And if it’s helpful, add a positive spin to it: “potential to positively influence and impact”.

Have this definition be your new way of thinking about “Power”. When you want to amplify your own power, know that you’re developing your potential to have a positive influence on your project.

When you’re observing power in others, admire those who excel in maximising their potential to have a positive impact. But also acknowledge that those who wield their power in destructive and harmful ways don’t have the functional definition for “Power” that you do.

Positional power

Positional Power is a potent source of power and probably the most readily thought-of. We are all familiar with individuals exercising power through job title and rank. We also know individuals who may not have the job title, but they do command a position of power by virtue of their centrality and access to key people, or of holding strong relevance to the current strategic focus.

But Positional Power is not the only source of power. And it is a mistake to think that not having the job title means you have no power to exercise. Here are 3 other sources of power to nurture and call upon, when the needed arises.

The power of expertise

In today’s world of work, a huge percentage of us can legitimately call ourselves knowledge workers. We are all of us paid to think. And even in companies that might not class themselves as a knowledge company per se, the majority of businesses are today heavily reliant upon human talent to create their value in the world.

So, the first lesson is that, beyond Positional Power, I can develop my sense of Power through Expertise. And this is a great place to start when developing greater potential for positive influence and impact.

But before we move on, a strong caveat: If Lesson Number One is “build your expertise” Lesson Number Two is “do NOT overly-rely upon expertise to progress your career”. Expertise is requires for success; but it alone will not position you to be a leader. A manager may be; but not a leader.

Develop your expertise, but not at the expense of other leadership traits and sources of power.

The power of connection

I don’t ever want my thought to be “It’s who you know”: that keeps me out of all sorts of useful action. But I do want to acknowledge the huge currency in Connections. And to focus only on “What I Do” over “Who I Know” is a common career mistake.

Connections are how I get decisions made, agreements struck, resources moving, and contributions noticed. Connections are the grease that oils my project machine. And like grease in the system, great connections are easily taken for granted right up until you don’t have the ones you need. So, it’s important to nurture your connections with intentional focus, especially when they are not imminently needed.

Notice also that professionals who have mastered the art of Power through Connections, do so at all levels. Not just within the immediate department, but across the company. Not just at theirs and adjacent levels, but at all steps in the hierarchy. Not just internally, but across the industry/sector and with external stakeholders too.

When it comes to successful career management, make connection-building a priority. With thoughts like “the work should speak for itself” and “expertise is my key to progression”, it’s easy to under-value the power of connection and to invest little or no time to it. As you rise through the ranks, though, a lack of connection will hamper you more and more.

The power of charisma

Bring to mind some of the most powerful, positively impactful leaders you know, either personally or in the public eye. And notice how often charisma goes hand-in-hand with powerful leaders. Do they become charismatic when handed a power position? Or is charisma a staunch foundation to achieving positions of power?

Charisma is not a source of power many think to draw upon; nor something we ever consider a formal goal. Probably because the thought is that charisma is a trait you either have or you don’t. But that’s not true.

Charisma means personal authority and is built upon the confidence we inspire in others and, over time, the reputation we develop for doing so, again and again, and in all contexts.

Where do we start when wanting to develop charisma. Focus on 4 key elements:

1. A strong presence. If you’re going to be in the room, be in the room. Give your whole attention. And take up exactly the right amount of physical and emotional space.
2. A quality of thought that’s curious, intrigued, humble, progressive and challenging.
3. Ways of listening and speaking that inspire loyalty and trust. “Hold the space” between you and the other person. Listen beneath the words. Speak with brevity. Be succinct and specific. Cut through the “interesting” and get to the “useful”.
4. Exercise an unusual degree of gravitas. Be engaging. Have an importance of manner without being overly serious. Ground the exchange in fact, experience and clear, logical thinking.

Exercising all sources of your power

You’re already succeeding in many areas of your career. And now, to step-up again, re-evaluate your relationship with power.

Get comfortable with it by finding a definition that works for you. Let go of an unconscious bias towards positional power. Develop your expertise, but not at the expense of all else. And get intentional about building connections and developing charisma.

Have your new relationship with power be a positive cornerstone to your next level of career success.