Just how Powerful are Your People?

Everyone has some amount of power – even if it isn’t much. I remember discussing this idea on several occasions in my graduate studies in educational psychology. The learner has power in the system meant to grant them access to knowledge.

They have the power to choose to participate; they can determine at what level to affect outcomes within the class; and, if given the opportunity, they even have the power to shape the curriculum.

The point is; they bring something to the table that is important for the system’s success and survival. They also bring this type of power to the workplace. 

Some may look at an organization’s people development system and think that generally the power flows in one direction. After all, the organization offers training, development, and other growth opportunities. Employees receive these benefits and find security, safety, potential success, etc.

However, the caretakers of an optimized PDS understand the nature of shared power and seek to use it to continuously improve their system.

According to the American Psychological Association, reciprocal determinism, “…maintains that the environment influences behavior, behavior influences the environment, and both influence the individual, who also influences them.” A concept largely attributed to Albert Bandera’s work in social learning theory.

The people served by the PDS are beneficiaries but also benefactors; customers but also value adders; free agents that can either help or harm.

Respecting and enabling these give-and-take relationships can help ensure that the undeniable power possessed by employees gets invested back into the organization.

The Power to Choose

People get to decide whether or not to contribute; they can selectively add value; they can deliberately enhance organizational pride; they can intentionally choose to be a positive force in the culture. They can do all of these and more – or not.

They can choose to learn, to strengthen communication, or to underperform. They can elect to exercise their power to help attract talent, to help train that new talent, and to help retain it. Even if they are not directly involved as stakeholders of the people development system.

The best people development systems use tools like development pathways that help clarify available choices and encourage greater engagement. These top-notch systems acknowledge contributions and are careful to recognize the value that each person chooses to bring.

The Power to Effect

The collective motivations of individuals drive an organization’s efforts. Inspired people pour extra energy into their work and their teams. That extra energy underpins stronger relationships, fuels creativity, or simply adds to a heightened level of determination to excel. Uninspired people are generally unconcerned about the affect they might have on the team and the organization.

Leaders of an optimized PDS develop a new appreciation of the idea of engagement. They understand that the power of influence ripples throughout the organization and can enhance the environment even more.

The Power to Change

Being adaptable in today’s workplace is a much-desired skill. People who possess the power and willingness to change, continuously upgrade, and repeatedly step out of their comfort zone are highly valued.  

Yet change requires support from the organization. It requires a culture that celebrates learning and, to a great extent, a culture that embraces failure as a means of moving forward.

Development processes that not only support these ideas but actively encourage them can attract people who are excited by change and motivate those who might be intimidated by it.

Recognizing that every individual has some degree of power is a sign of respect. It is an acknowledgment that everyone involved brings something valuable to the table. And that can make a people development system more effective.  

Image by Gerd Altmann from Pixabay