Power: Why Some People Have It—and Others Don't

Ironically enough, I have a textbook for that: Jeff Pfeffer -- Power: why some people have it -- and others don't. It's good, and not what you would expect from the title.

To better understand how to navigate it: "Power: Why Some People Have It—and Others Don't" by Jeffery Pfeffer https://www.amazon.com/Power-Some-People-Have-Others-ebook/d... (https://www.amazon.com/Power-Some-People-Have-Others-ebook/dp/B003V1WSZK/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=1609173399&sr=1-23) Really good read, and has Jim Collins and Robert Cialdini singing its praises (check the back flap on amazon) if you need bona fides

Question is, do you want a book about the input factors to how people end up leading, or one on evaluating the output effects of other leaders against? Leadership is not an activity or an action you can mimic, it it is an effect. Most books are the stories people tell afterwards about how virtuous they were and they call that leadership. Jeffery Pfeffer says this specifically as well. Pfeffers books on management provide the insight into the dynamics leadership emerges from. His triad of, "performance, credentials, and relationships," that describe power in a situation also describe the necessary factors we look back on as leadership. https://www.amazon.ca/Power-Some-People-Have-Others/dp/00617... (https://www.amazon.ca/Power-Some-People-Have-Others/dp/0061789089) I like Jocko Willnick's whole attitude about ownership, respect, delegation, and working with people to leverage their skills to achieve outcomes. He says the hierarchy in the military isn't as much of a factor as how you relate to your team and the world, but I suspect Pfeffer would disagree in that its hierarchy and training culture provides the credential piece in his triad, where in business, that's more dynamic.…