Tag Archives: power

Lending your influence

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Those who have authority can bestow it on others.

There are a few verses that talk about this kind of loaned authority. In John 10:18, Jesus says he has the authority to lay down his life or pick it up again at will. In John 17:2, he points out that the Father has granted Jesus the authority to then give eternal life to anyone the Father has given him. In John 19, Pilate tells Jesus he has the power to release or crucify him. Jesus quietly responds that he wouldn’t have that power if God (Jesus) didn’t give it to him. So, who is the one really in charge of that situation?

Those who have power have the ability to give their power to others. The Roman Centurion certainly understood this. The reason he believed Jesus could heal with just a word was because of his own context and ability to exert authority over those subject to him. But the way he says it is not, “I too have great authority.” Instead, he says, “I myself am a man under authority.” In other words, being under authority gives you authority. Who you represent or speak for makes a difference. When I was a project manager for a senior VP a few years ago, I understood that I was a peon in a room full of VPs. But occasionally, I would enter that room with a message from the senior VP. I had huge authority at those times.

Established leaders have authority. With their position, experience and networks, established leaders have a great amount of power. But, with power comes great responsibility. I believe one of the primary responsibilities for established leaders is to  use their authority on behalf of young, emerging leaders.

Consider the story of Jesus at a Pharisee’s dinner party. He’s interacting with a crowd of power brokers when suddenly a hysterical prostitute crashes the party. She debases herself, crying at Jesus’ feet and then using her hair to dry the tears and then anoint his feet with expensive perfume. The guests begin to murmur. At this point, Jesus has a choice. He can recognize her and give her status in the group. Or he can ignore her, protecting his own status. Of course, he chooses the former and even elevates her at the expense of his host. He lends her credibility.

Another example from my own life. I know my 3-year-old daughter’s personality very well. When we host a community group in our house, she’ll often break away from the kids in a back bedroom and run into the middle of our meeting, interrupting the discussion. As the leader of the group, I have the power to crush her by telling her to go away, in which she will become very shy and hurt. She’ll leave, but she’ll be inconsolable for ten minutes. Or I can look at her and acknowledge her, in which case she gets a big smile and runs to me. That’s what Jesus did. That’s loaned influence.

A reluctant leader is like my daughter. When she takes a careful step forward, established leaders have the ability to snuff out that flame or fan it by loaning their influence.

Why reluctance part 4: different motivations

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Back to my reflections on why leaders are reluctant to step out. This one has confounded many in the Boomer generation who are mesmerized by the trappings of leadership: power, title and a corner office. Young people with leadership gifts have different motivations and priorities. For instance, family, friends and other relationships are the higher priority in the lives of Millennials and Xers. That’s not to say they don’t value their jobs and their advancement opportunities, but they want both/and, not either/or.

I heard Andy Stanley speak at the Willow Creek Leadership Summit a couple of years ago about his decision to put family first and limit his work hours to 45 a week. This personal decision, which he deemed his toughest as a leader, has now revolutionized his church, which attracts high-caliber young leaders who have the same priority. As we took a break immediately afterwards, there was a buzz among my friends. We were all grateful that someone finally gave legitimacy in that kind of setting to what we all wanted to know: could you be a leader without becoming a workaholic?

Imagine our surprise when we came back from break and heard a Boomer follow Andy’s talk by making a point about the long hard hours necessary for moving ahead in leadership. Had he even heard Andy’s message? Setting parameters on work is certainly not a popular message in upper echelons, and that creates a barrier to young people who are watching and deciding for themselves whether leadership is worth pursuing.

Let me share a personal example that goes a step beyond work-life balance. A twentysomething young man came to work for me. He was a quick worker, extroverted and full of energy and confidence. I could see the leadership gifts oozing out of him, so within three months of his arrival in Orlando, I asked him to take on a greater level of responsibility. He agreed, and he did a fantastic job. He was efficient, a real people person, and he made some great advances in his department. He had an incredible sense of work-life balance, seldom leaving the office as late as 5:01pm and often arranging his schedule to leave earlier so he could coach his boys in baseball.

While I had no qualms about the job he was doing, I could tell he was dying on the vine. It wasn’t long before he told me he wanted to find another job. The meetings and process of management were killing him. He was a people person but removed from people. He wanted to go back to a “doing job” rather than an administrative position. A year later, I’ve concluded that I moved him up too fast, and I lost him. I think I could have supported him better and framed the job around his desire to be around people. But the fact he did such a great job suggests that it wasn’t necessarily the wrong job for him. Previous generations probably would have sucked it up and worked through it on their road to “reach the top” one day; not so with this generation.

Titles and power are simply not worth the cost in health, relationships and time for important things that fall outside of work responsibilities. Bottom line: young leaders’ motivations are different. Life is more than the job you do. Titles are usually crutches to defend positional or political authority. And power is not necessarily the end goal.

What does a leader look like? Part 1

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That last post brings me back to the core of my blog: what does a leader look like in a postmodern context?

As I’ve observed my generation’s forays into leadership — including our new president, who was born on the cusp of Generation X in 1963 — I suspect a number of things will prove true about Gen X leaders as a whole. Granted, these are stereotypes and the characteristics may well prove to have positive and negative ramifications. I want to dig into what a leader looks like over the next month, but I’m going to be sporatic until I take my new position in April. Hang in there with me, and set your RSS feed.

I think Gen X leaders are not always immediately identifiable. They may not be the most vocal or the one up front. When you walk into a room of young people, you’re likely to note a few extroverts who stand out for being the most vocal. A few seem to command the ears of the rest though they’re not as outspoken. Others might carry the right technology or always seem to wear the right clothes. But the one in charge – the one who called the group together and did the behind the scenes work to get them there and subtly shift the conversation – may not be any of these.

Leadership is influence, after all. You can have a huge amount of influence without being the one in front. I gave an example of this kind of “back row leadership” in my very first post. Here’s another: do you remember in Amazing Grace how William Wilberforce was the vocal one in the House of Commons, but prime minister William Pitt was secretly pulling strings without offering any emotion from the floor? There was no question that Pitt was the power broker, though Wilberforce got the headlines.

So, why not lead from the front? There could be a lot of reasons, but let me suggest a few:

1. We have an iconic view of leaders. To be a leader, you have to have the complete package: a face for magazine covers, great speaking ability, amazing organizational aptitude and abundant confidence, empathy and wisdom. Who can measure up to the image? Either leaders are larger than life or they’re failing gloriously. Or both.

2. I think there is a strong preference for avoiding risk. It’s easier to sit in the back row and take potshots at the person at the front. The one at the front is putting his neck out, and that takes courage and confidence — two traits that seem to be lacking among many young people. Perhaps we’ve been too sheltered. Anyway, it’s easier to influence someone else to get out front and take the risk instead.

3. Younger leaders prefer facilitation. It’s a philosophical difference. We like to do accomplish things together, and sorting out the roles to recognize success gets messy when it was done as a team. Maybe it doesn’t matter who gets the credit, after all.

4. I think many in my generation see power as a trap. They’re not interested in all the perks that go along with position. No amount of power or money can make up for the long hours, the cost to family, the stress or the inability to wear jeans to work. Better to keep your freedom and your balance.