Real Power Isn’t About Position Power At All; It's About Relationship Power!

As the 20th Century drew to a close, particularly from 1970 on, business and self-help books became an industry all their own. As the 1970s transitioned into the ‘80s (commonly referred to as the “Me Decade”) the focus in American and international business shifted to the idea of power.

We were encouraged to focus on gaining power, establishing power, jockeying for power, and just about anything else that would give us personal advantages over everyone else. The main character in the movie “Wall Street” uttered the famous statement that came to define the ‘80s: “Greed…is good.”

As a result, many people became focused on what is called position power. And I’m here to suggest that it’s not the kind of power that truly produces positive results—in our own lives, businesses, community organizations or philanthropic activities. Position power means that I have power over you solely because of my status. I’m your boss, or manager or supervisor. You must do what I say. I get perks that you don’t. Because of my position, I have the power.

However, when we rely on that type of power, I would suggest that we are weaker than we think and  that the truly influential people are those who cultivate relationship power.

The power of relationships is profound. The more positive relationships we develop, the more influential and effective we become. And influence is truly where power resides—in our professional and personal lives.

Think of the person who cultivates position power. Everything is wrapped up in their status, or their job title. But that can change in an instant. I’ve known people who had important jobs and fancy titles and big offices who were fired and lost it all overnight. Or, even if they weren’t fired, they were shuffled around in a corporate reorganization and suddenly found themselves on the outside of the power structure looking in. Their “power” wasn’t really power, after all.

Relationship power is something else altogether. It recognizes the value of connections, trust and respect and cultivates them effectively. It’s the gateway to real influence because it leads to true collegiality and camaraderie.

The power of relationships is profound—at work, in our communities, in our neighborhoods, and in our homes. When we take the time to truly show interest in others and build relationships with them, we exert far more influence than when we strive to gain an advantage over them.

Not only that, but we can practice relationship power no matter where we find ourselves in life. Regardless of whether you’re an executive, or a middle manager, or simply a staff employee, you can cultivate relationships—both inside and outside of your company or organization—that will help you be more effective and influential in your job. Participation in civic and professional organizations can lead to networking opportunities that will benefit your employer as well as your career.

How about you? Have you found yourself a little too focused on things like status and job title? If so, step back and look at how you can develop genuine relationships with others. In so doing, you’ll find yourself becoming a more influential person. And that’s where real power resides.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

The Importance of Building Your Network

Sometimes, the answers to life’s challenges are right in front of our eyes. We just need to focus our attention to see them.

Take the example of social media. It’s a phenomenon that is here to stay, and it’s fast becoming the most influential way that we communicate in modern society.

I’m not here to debate whether that’s a good thing or a bad thing. I’m here to focus your attention on the term social. Because that’s why the whole phenomenon has taken off.

Social media has rocked our world, plain and simple. Facebook started as a way for college students to network online on their campus. In less than a decade, it has become one of the most influential tools in the history of mankind. People use it. Businesses use it. Non-profits use it. Governments use it. These days, it’s hard to imagine the world without it. Why? Because it connects us.

There was even a movie made about the Facebook phenomenon called “The Social Network.” And that’s the whole point. It’s a network. And networks are the pathways to getting things done.

If networking online is so popular, imagine the results you can get from networking with others in person, whether it’s one-on-one or in a group setting.

Something as simple as attending a social gathering with colleagues from the office can go a long way toward building relationships. In addition, there are a number of ways that you can network in the community to cultivate lasting and positive relationships.

Professional organizations are an obvious way to connect with people in your field. So are civic organizations like Rotary, Kiwanis, and other service-oriented groups. Your local chamber of commerce most likely schedules annual and monthly events such as banquets and social mixers, which are great forums for developing friendships and business connections. I have one friend who decided that he needed to improve his presentation skills, so he joined the local Toastmasters Club. Not only has he improved as a communicator, but the relationships he’s built have led to new business for his company.

Volunteering is a great way to connect with others. Few things build positive relationships more than working shoulder to shoulder with colleagues to help a worthy cause. Opportunities range from serving on a hands-on project such as building homes or delivering meals to shut-ins, to joining a non-profit board or a committee at your kids’ school or your church, to coaching youth sports in your community.

Regardless of how you do it, getting out into the community and interacting with others will build relationships. When you combine that with the many opportunities for networking online—Facebook, LinkedIn, and Google+, to name a few—you have before you a wide range of choices for connecting with others in a personal way. Over time, the relationships that form your network can present you with opportunities for personal and professional advancement.

Networking—social or otherwise—is a powerful tool. Look for opportunities to build your own network. It can be a key to personal satisfaction and professional success.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Cultural Assessment: A Vital Part of the Road Map to Success for Your Organization

Have you ever noticed how preoccupied businesses are with communicating their image? Marketing plans, slogans, advertising strategies—all designed to convey who they are and where they’re going.

How about you? Have you been working on a long-range plan? Maybe you’ve thought about creating a new slogan or logo to give you a fresh outlook.

On the surface, those things look great. However, when it comes to long-range planning, there’s a vital question to ask: What if you don’t make it? More to the point, what if you can’t make it?

The simple truth is this: It’s impossible to get to where you want to go—to reach your goals as an organization—if you don’t know where you are to begin with.

Let’s say that your business has been going gangbusters for several years, when suddenly a game changer appears. One or more competitors arrive on the scene with new business or operating models that change the marketplace for your industry. How well would your company respond such a dynamic challenge?

Think of the leaders and team members in your organization. How prepared are they to compete in this fast-moving, digital age—to adapt swiftly, effectively and collaboratively to keep your company in the game?

I recently read an article suggesting that global Internet traffic will increase eight-fold by 2025. This, after it had already surged 18-fold since 2005! The pace of change in business and technology today is mind-boggling. It’s a challenge to keep up, let alone get ahead.

That’s why it’s important to do a cultural assessment, to determine what your company’s strengths are and how prepared you are for the challenges you will face. What opportunities do you and your leadership team see for your company? Likewise, what are the challenges that threaten your business? Are you able to adapt to those? You need to know where you stand—right now, today.

Many of the decisions that you and your leadership team are going to make could very well be “bet your company” decisions; in other words, the very future of your organization is at stake! That’s why it is imperative to know if you have a leadership team and a corporate culture that will rise to the challenges at hand.

As a leader, it is your responsibility to initiate the assessment process. Individually and organizationally, it’s important for everyone to clearly understand how success is going to be measured, as well as how and why adjustments will need to be made. Set the tone by starting with your self, and asking others on the management to do the same.

For many years companies were encouraged to develop five-year plans as a road map for success. But times have changed; today, a two-year or three-year strategy is recommended, due to the rapid pace of change in our technology-driven world.

Do you have a plan? Think about how you can involve your entire organization, including management and employees, in the process of completing a cultural assessment. Determining where you are as an organization is the vital first step that will help you manage change effectively and bring about the results you desire.

“If everyone is moving forward together, then success takes care of itself" — Henry Ford

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

How to Truly Make It a Year to Remember

“Let’s make it a great year!”

We’ve all heard motivational statements like that one. Maybe you’ve even said something like it.

While it’s a great sentiment, it can be pretty intimidating. A whole year? That’s a big challenge.

But you can do it, and the simplest, most practical way is to break that year down into smaller portions.

Before you can have an excellent year, first have an excellent month. Before that, an excellent week…day…hour…and so forth.

When I say excellent, I don’t just mean in the business sense. Remember, it’s important to have balance in the four key areas of life: physical, spiritual, intellectual and personal.

Too often we feel like we need to fill every minute with activity and accomplishment. That can cause us to lose sight of what’s truly important in life. Relaxation and quality personal time are important to accomplish our goals in all aspects of our lives.

So how can we achieve that balance? By creating a plan, reviewing it on a regular basis, and remaining committed to carrying it out.

I’ve written before about the importance of reminding yourself when you were at the top of your game. Maybe you’re there now. Maybe you were there in the past. How did it feel? What were you doing? Who were you spending your time with, or working with, and how did they influence you in a positive way?

Sometimes the secret to personal success can be found in recapturing those moments and making them a reality once again. When we’re at the top of our game, we’re more focused and more balanced in our professional and personal lives. Just as important, we need to be surrounded by the right people, people who support us and are willing to give honest, constructive feedback, because they have our best interest at heart.

How is this year going for you? If the big picture has you feeling overwhelmed, break it down into smaller snapshots. Make the next hour a great one. That can lead to a great day…week… month…and you’ll be on your way.

At J.A. Ondrus, LLC, we personalize our coaching process to fit your specific needs and goals. Give us a call at (330) 754-5767, and let’s talk about your business and what we can do to assist you.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Don't Just Set Goals...Achieve Them!

One of the unique aspects of living in the Canton, Ohio area is that we have the Professional Football Hall of Fame located here. I have been to numerous events sponsored by the Hall over the years and I am continually inspired by the stories behind the men who are forever enshrined there.

Inside each of those stories are accounts of their dreams, goals, successes, failures, challenges, coaches, family members, mentors, endless practices, courage, pride and lifetime friendships—just to name a few.  If there are some common themes that I note, it is how they emphasize that they did not do it alone, never gave up and are honored to have earned the right to be a member of this elite fraternity.

So as you and I focus on achieving our goals for this year and beyond, let’s be clear on why we are doing so and how they will help us attain the legacy that we are striving for.

One thing I stress to my clients is that it’s critical to surround ourselves with people whom we trust and who believe that we can accomplish our goals and are willing to give us honest and valuable feedback on how we are doing. It might be a family member, a close friend, a mentor, or a business associate. Not only will they serve as a source of encouragement, they’ll help us be accountable to do the things we need to do to succeed..

At our company, we model our programs, coaching and training techniques on helping our clients focus on balance in four key areas of life: physical (health), spiritual (service), intellectual (wealth) and interpersonal (communication/relationships). We firmly believe that BALANCE is a key to power and success.

So here’s a quick way to be more productive, personally and professionally. In each of those four areas, set three important manageable goals. Then, assess yourself daily on how you are doing by asking three simple questions:

   1. Are my goals clear, and am I properly focused and willing to pay the price to achieve them?

   2. What have I learned about myself today and what do I need to adjust?

   3. What is my level of commitment and how will I feel when I attain my goals?

We must also make sure we have the resources to achieve our goals, and then be sure to do something every day to take us one step closer to achieving them. One helpful technique is to keep a journal, and write in it every day. You don’t have to say a lot, but keeping track of your progress and key learning by writing it down will give you a greater sense of accomplishment, while always keeping you focused on where you want to go.

Declaring a set of pie-in-the-sky New Year’s resolutions that end up tucked away in a mental drawer leads to nothing but futility and frustration. Focus instead on the key areas of your life and set goals that are realistic and measurable. The results will be longer-lasting, and well worth the effort.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

'Tell Me Something I Don't Know'

How many times have we heard someone say that, or said it ourselves? It’s an expression we use when someone overstates the obvious—a way of agreeing with what they just said.

But think about it: How often do we actually say that, and mean it?

Over my years as a business advisor and consultant, I’ve been struck by a simple truth: We don’t know what we don’t know. We look for solutions, but we don’t know where to look—or, in some cases, what we should be looking for.

Usually, that comes from not asking the right questions. It’s important in business, as in life, to look at ourselves and our circumstances honestly. Too often, we see managers make the mistake of surrounding themselves with people who tell them what they want to hear, instead of what they need to hear and what would be valuable for them to hear.

How about you? Do you have one or more trusted advisors who will tell you the truth? They might be internal, such as key managers or associates, or external, such as a business coach or a collection of peers in an executive networking group. Wherever you can find them, it’s important to have your “go-to” people who can help you assess your strengths and weaknesses and do something about them.

Too often I’ve observed executives and managers who appear concerned about bringing in strong people to work with them. It’s as if they are intimidated by people who have skills they don’t have. They want to appear in control, and behave as if it would be a sign of weakness to surround themselves with accomplished and experienced professionals. Unfortunately, those are the people who end up spiraling out of control.

Don’t make that mistake. What can you do now, today, to start down a different path? Where can you turn to learn from others and gain honest, valuable insights that will make a difference for your business, and for you as a leader?

Ask the right questions. Find the person, or group of persons, who will give you a no-holds-barred assessment of where you stand. See your world through their eyes, and see for yourself how what you don't know has been holding you back. It’s a critical way to improve your circumstances and truly move forward.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Common Characteristics of Dynamic Leaders

With more than 30 years of Executive Coaching Experience and conducting Leadership Development Seminars, I’ve had the opportunity and privilege to observe a lot of outstanding leaders at work. Even though clients engage me as a consultant, they haven’t been the only ones doing the learning; I’ve also learned from them. So I thought that I would use this blog from time to time to discuss a few key characteristics that, from my experience and observation, are key traits that successful and dynamic leaders share.

1. Dynamic Leaders are passionate, focused and disciplined workers

On the one hand, effective leaders see the potential in their people and focus on what will make them successful, and readily give credit where credit is due. On the other hand, they also know that it’s “all about them” — about how hard they personally work, the example they set, and the shadow of influence they cast. That shadow of influence of the leader means setting high standards and then leading by example. It recognizes that people watch leaders, to see what they do and how they live the principles that they espouse.

2. Dynamic Leaders lead from the front and love what they do

Seems obvious, doesn’t it? Unfortunately, many managers and supervisors don’t engage their team members or communicate clearly their goals and objectives. Employees don’t function well in a vacuum. Effective leaders aren’t afraid to get down in the trenches with their colleagues to learn what their strengths and challenges are, learn about their goals and dreams, and discover how to best support them so they can aspire to being the best that they can be.

3. Dynamic Leaders focus on growth—their own and others’

In fact, dynamic and effective leaders are passionate about such growth. They don’t just hire the best and the brightest and then sit back and expect them to perform at the highest possible levels automatically. They recognize that life is a learning process, and that it’s important to invest in their people and in themselves, so that everyone can be at the top of their game. A true leader knows that everyone has leadership potential and that the measure of a leaders skill is to enable others to unlock that potential.

There are many more important characteristics that effective leaders share, and we’ll continue to explore those in future blog posts.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.