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7 Rules of Power: Surprising - But True - Advice on How to Get Things Done and Advance Your Career

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In 7 Rules of Power, Jeffrey Pfeffer outlines what he views as the (seven) most important strategies to achieve, accumulate, and maintain power. Unsurprisingly, because he is a professor at the Stanford Graduate School of Business, much of what he discusses is related to the implications and importance of power in professional settings. Here are what I viewed as the main points from the 7 sections: I don’t think you need to bring your whole self to work. I think you need to bring the parts of yourself to work that will help you get the job done. Leadership is not a moral pursuit". It is above all about the pragmatics of making things happen whether they be moral, immoral, or amoral.

Things I love about this book: The research and further reading the author tells you to go study. He mentions case studies you can go look up, and both successes and failures of the powerful. Similar to Tiny Habits, I listened to the audiobook version of this powerful (lol) and short book about both the how-to for individuals to attain power and the fact that the world, as much as we don't like to admit it, rewards those with power. Though his examples of the less scrupulous types does contain the warning that even the most powerful can sometimes be taken down if their crimes are so egregious and frequent that it attracts notice of dedicated individuals such as Holmes, Weinstein, and Epstein.If one accepts the underlying diagnosis that Americans live in a culture of corruption and incompetence ( Detroit: An American Autopsy), it does not follow that the prescription is to over-dose on the poison causing the problem. I would define power as the ability to get things done your way in contested situations. Different people and different functions will have different perspectives, different information, and different points of view. Almost every decision is going to be somewhat contested, so power is the ability to get your way in contested situations. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don’t blame the tool for how some people used it. IN A NUTSHELL: 7 Rules of Power is a great book on ‘Power’ that will tell you why you should choose the path to power and how to do it, and also, if you have acquired it, how to use and not lose it.

If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks.Number two: as research by some of my various colleagues has demonstrated, networking often makes people feel dirty and like they are winning by using underhanded or inappropriate tactics. That’s something that people often don’t want to do, so I think they underinvest in networking because they feel dirty about it. They don’t see it as the value-adding activity that it is. If you want to “change lives, change organizations, change the world,” the Stanford business school’s motto, you need power. Monika Stezewska-Kruk, CEO Corvus Innovation, Executive Coach and Facilitator, Stanford LEAD program graduate If you want to disrupt an industry, you disrupt the industry by basically making your own rules. If we talk about social change, the late Congressman John Lewis talked about making good trouble. If you’re going to accomplish social change, if you’re going to accomplish profound change of any kind in any organization, you’re going to need to break the rules. Another source of power is social relationships: the networks that you have built and that you have. Management leadership is often defined as getting things done through other people. One source of power, therefore, is how many people you know. How many people are in your sphere of influence, so to speak?

Surprise your competitors and advance yourself in the hierarchy by asking for things that others would hesitate to ask. Often, it is easier to ask for forgiveness than permission Dr. Pfeffer’s 7 Rules of Power is a must read and highly useful for anyone at any stage of their career . . . It still stir your thinking and truly change your perspective.” If you’re perceived as a powerful, effective, efficacious leader, that becomes a self-fulfilling prophecy. A brilliant and provocative book mapping out the true nature of power rather than what we normally "want" it to be. Pfeffer (an authority on the topic) goes against conventional wisdom saying that leaders should exhibit confidence over authenticity and anger over vulnerability. "People want to be aligned with someone who they think is going to win, to prevail, so doing anything that disabuses them of that belief is probably a mistake. Nobody would expect you to behave toward your subordinates as you behave toward your children, or behave toward your boss as you behave toward your significant other. All of these roles call for different behaviors, quite sensibly, and people go from role to role quite naturally. I think what causes difficulty is when people try to be the child at work—that’s not a good thing—or when they try to be the parent in places where it’s inappropriate.Set up a personal board of directors of people you know to hold you accountable for hitting your objectives. No one is hired to win a popularity contest—you’re hired to get things done. You’re hired to make things happen, so when you show up to lead a group of people, those people want many things from you. What they don’t necessarily want from you is your authentic self.

Title: 7 Rules of Power: : Surprising--But True--Advice on How to Get Things Done and Advance Your Career We know that educational credentials help predict salary. We know that gender and race help predict salary, even though they shouldn’t. We know that years of service, or seniority, helps predict salary, and there’s some evidence to suggest that years of service is one of the more important predictors of salary. The book is a brilliant take from multiple perspectives about a framework of power - what enables people to get power. How someone may want to use it to be powerful, or understand others. Jeffrey very brilliantly covered the biggest doubt in my mind - many of us do not want to get that kind of power - by just a simple quote “if you want power to be used for good, more good people need to have power”. He also clarifies that these rules are like tools to be used - the outcome is something he is not responsible for - whether it is for good or for bad. He also digresses on this matter to make some wonderful remarks about the impossibility of teaching ethics to students. All of these inputs are insightful and bring to the mind the need to think more about a lot of what is being taught in business schools today (on ethics).I think it is therefore appropriate to judge this book on how well it makes the case that following its advice leads to power being used for good. Alas, I was not convinced. The research is also very good, and I appreciate someone telling the hard truth. This author seems to truly have wanted to deliver truth and helpful advice, rather than being liked (which, if you have read the book, will get the non-irony of that). I have studied by annotated, highlighted and rewritten sentences from the book. I have already recommended books about power to my female friends who have been taken advantage of and experienced things no people on this planet deserve to encounter. This book might be the most helpful one yet of those.

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