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Power: Why Some People Have It and Others Don't Hardcover – September 14, 2010
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“Pfeffer [blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.” —Jim Collins, author of New York Times bestselling author Good to Great and How the Mighty Fall
Some people have it, and others don’t. Jeffrey Pfeffer explores why, in Power.
One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real world.
- Print length288 pages
- LanguageEnglish
- PublisherHarper Business
- Publication dateSeptember 14, 2010
- Dimensions6 x 0.97 x 9 inches
- ISBN-109780061789083
- ISBN-13978-0061789083
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Review
“Jeff Pfeffer is of immense service to the world with his work, blending academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.” — Jim Collins, author of Good to Great and How the Mighty Fall
“Talk about speaking truth to power! In refreshingly candid prose, Jeff Pfeffer offers brilliant insights into how power is successfully built, maintained, and employed in organizations. It’s well known that when Pfeffer speaks about power, smart people listen. This book shows why.” — Robert Cialdini, author of Influence
“Jeff Pfeffer nails it! Political skill, not just talent, is central to success in every field. In Power, this leading scholar comes down to earth with practical, even contrarian, tactics for mastering the power game.” — Rosabeth Moss Kanter, Chaired Professor, Harvard Business School, and bestselling author of Confidence: How Winning Streaks and Losing Streaks Begin and End and SuperCorp
“[Power] will help you get comfortable with challenging assumptions and lingering on the pause....[Pfeffer] draws on a wealth of social-science and psychology research.” — Inc.
“Its candor, crisp prose, and forthrightness are fresh and appealing... Brimming with frank, realistic insights on paths to the top, this book offers unexpected―and aggressive―directions on how to advance and flourish in an ever-more competitive workplace.” — Publishers Weekly
“[Academics and consultants] have an interest in presenting business as a rational enterprise.... This leaves the analysis of power to retired businesspeople...(who strive to present themselves as business geniuses rather than Machiavellis) and practicing snake-oil salesmen…Jeffrey Pfeffer of Stanford Business School is an exception to this rule.” — The Economist
“[Power] ought to be required reading for would-be leaders...[E]xcellent.” — Financial Times
From the Back Cover
In this crowning achievement, one of the greatest minds in management theory reveals how to succeed and wield power in the real world.
Over decades of consulting with corporations and teaching MBA students the nuances of organizational power, Jeffrey Pfeffer has watched numerous people suffer career reversals even as others prevail despite the odds.
Our most common mistake is not having a realistic understanding of what makes some people more successful than others. By believing that life is fair, we tend to subscribe to the “just-world phenomenon,” which leaves us unprepared for the challenges and competition of the real world.
Now Pfeffer brings decades of his incredible insights to a wider audience. Brimming with counterintuitive advice, numerous examples from various countries, and surprising findings based on his research, this groundbreaking guide reveals the strategies and tactics that separate the winners from the losers. Power, he argues, is a force that can be used and harnessed not only for individual gain but also for the benefit of organizations and society. Power, however, is not something that can be learned from those in charge—their advice often puts a rosy spin on their ascent and focuses on what should have worked, rather than what actually did. Instead, Pfeffer reveals the true paths to power and career success. Iconoclastic and grounded in the realpolitik of human interaction, Power is an essential organizational survival manual and a new standard in the field of leadership and management.
About the Author
Jeffrey Pfefferis the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University. He is the author or coauthor of fifteen books, including Leadership B.S., Power, The Human Equation, Managing with Power, and The Knowing-Doing Gap. Pfeffer has led seminars in thirty-nine countries and for numerous US companies, associations, and universities. He has won many awards for his writing, has an honorary doctorate from Tilburg University in the Netherlands, and was listed in the top 25 management thinkers by Thinkers50, and as one of the Most Influential HR International Thinkers by HR Magazine. He lives in Hillsborough, California.
Product details
- ASIN : 0061789089
- Publisher : Harper Business; 1st edition (September 14, 2010)
- Language : English
- Hardcover : 288 pages
- ISBN-10 : 9780061789083
- ISBN-13 : 978-0061789083
- Item Weight : 15 ounces
- Dimensions : 6 x 0.97 x 9 inches
- Best Sellers Rank: #61,116 in Books (See Top 100 in Books)
- #626 in Business Management (Books)
- #867 in Leadership & Motivation
- #1,126 in Success Self-Help
- Customer Reviews:
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About the author

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, where he has taught since 1979. Prior to Stanford, Pfeffer taught at the University of California, Berkeley, and the University of Illinois. He has been a visiting professor at Harvard Business School, London Business School, Singapore Management University, and IESE in Barcelona. He has given talks in 39 countries around the world and received an honorary doctorate from Tilburg University in The Netherlands. Pfeffer currently writes a twice-monthly column for Fortune.com, and in the past has written for Business 2.0, the CEIBS Business Review (China), Capital Magazine (Turkey), and for numerous other blogs in the U.S.
At Stanford he teaches a popular second-year MBA elective, The Paths to Power. He currently serves on the board of Berlin Packaging and a nonprofit, Quantum Leap Healthcare.
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Psychology's 150-year scientific history has taught, among other things, that people don't follow advice. When people change their behavior, it is because they have learned something new, or relearned something they should have remembered. They have persuaded themselves to change their own behavior. Pfeffer knows all this very well. Why then does he fill his book "Power: Why some people _____________________________________________________________________________________
Pfeffer, Jeffrey Power: Why some people have it - and others don't 2010, HarperCollins Publishers, New York NY, ix + 273 pages
_____________________________________________________________________________________
have it - and others don't" with advice? The answer: because Pfeffer expects his readers to be seeking insights about how to guide their own career into positions of high influence and high reward. His readers want to learn and, thus, may learn. The book is a-reproduction-in-print of the elective course Pfeffer teaches at Stanford University called "The Paths to Power." The virtues of Pfeffer's advice are that (a) he warns readers (correctly) that, for the most part, books and courses offering secrets of leadership are hazardous to one's career, concealing much, much more than they reveal and falsely understanding the causes of success, (b) he closely links his advice to credible research evidence, a rare but vital feature of valid counsel about how-to-help-your-career, and (c) he recognizes (correctly) that we live in a mixed-up and unfair world and are primarily responsible for our own career progress. Further, (d) Pfeffer is understandable, down to earth, very practical, very realistic, while advising from an evidence-based background about how people behave in organizations and how organizations go about their business.
Pfeffer opens his advice with a list of rewards for having power, closes it with a list of the costs when one has power. He advises (correctly) that "it takes more than performance," noting the evidence that gaining the top spot is not closely correlated with being the top performer. We receive much instruction in world cultures that self-promotion is injurious to oneself, but Pfeffer teaches (correctly) that self promotion is necessary. He teaches appropriate ways for accomplishing being noticed and achieving influence. He examines how and why people lose power. Knowing that every career experiences setbacks, Pfeffer considers how one deals with defeat, with being fired.
Pfeffer's book displays an important oversight. Citing evidence that is solid, Pfeffer advises that "it takes more than performance" to get ahead. Having understood this, the reader has the responsibility to learn and do the things that are needed to win leadership roles and influence ... not simply perform well at his/her job and expect to be noticed. Pfeffer's advice seems to be "If you want leadership, take it." That idea implies that the individual taking leadership is the only one who has a stake in who leads. That can't be right!
This reviewer knows, as does Pfeffer, that job performance as routinely assessed in business, government, and non-profits today has much too little impact upon career outcomes for individuals. Many excellent performers are not recognized and rewarded. Is that as things must be? Is job performance assessment as practiced seeing what it should and could be seeing? I think not. We have as leaders only those without knowledge of the behavioral and management sciences ... and so are using almost none of the knowledge from those sciences. The research I've seen and done in a five-decade career in North America's Fortune 50 corporations urges that job performance can be measured, even in executive and professional jobs, that it can be measured much more usefully than any organization is doing it today, and that job performance measurements should provide guidance in determining who is invited to take more responsibility. There is evidence enough that many, many mistakes are made in selecting leaders (or allowing a person into a leadership role ... depending on how one construes what happens). Failures we've seen in top leadership in the first decade of the twenty first century have been dramatic. The sad truth is that poor leadership exists not just at top levels. I admire Pfeffer's advice (reach out and take leadership), think it enormously practical, think it fits the world as it is ... but also think the world needs some significant changes in order to make it better than it is. Measuring job performance well and then being guided by these measurements in choosing leaders are some of the important improvements needed in organizational life as we know it. Science knows how to make the measurements. The role of leader belongs to the leader not only for what it will do for the leader but also for what it will do for the organization being led and for all of society's stakeholders as impacted by that organization.
Yes, make Pfeffer's Power a book you keep at hand for frequent rereading. Yes, give this book to offspring, colleagues and friends for their reading. For completeness sake, stick a copy of this review in the book that you pass along.
Bellevue, Washington
3 October 2010
Paul F. Ross, Ph.D., Industrial and Organizational Psychologist (retired)
Career experience at Exxon, Arthur D. Little Inc., Digital Equipment Corporation, Texas Instruments, The Prudential, Imperial Oil Ltd. of Canada, The Ohio State University, Harvard University, State of California, Commissioner of Higher Education for The Netherlands, and with other clients
The author's suggestions are backed by extensive research and real life examples, with the key takeaway being that career success has less to do with performance and more with effectively handling institutional politics.
This book will find its place on my bookshelf and I am certain that I will revisit it numerous times over the coming years.
Brief Chapter Takeaways
1. It Takes More than Performance. It is understood that you need to do a good job, but career success depends on being noticed for your work, defining the dimensions of job performance (as far as possible) to highlight those that favor you, maintaining a close enough relationship with your boss to understand what really matters to her, and making others feel better about themselves (using flattery effectively).
2. The Personal Qualities that Bring Performance. Pfeffer outlines two sets of skills that are crucial to amassing power within organizations: Will - ambition, energy and focus and Skill - self-knowledge, empathy and the ability to put yourself in other peoples' shoes, and (unexpectedly) the ability to tolerate conflict.
3. Choosing Where to Start. This was an illuminating chapter where Pfeffer points out that where you start your career has implications on where you end up. One perspective is to start at the epicenter of the organization (defined in terms of size or ability to control resource allocation) and the other is to stay away from the areas that attract the most talent and rather focus of smaller, emerging niches of the corporation.
4. Getting In: Standing Out and Breaking Some Rules. This chapter highlights the importance of standing out and of not being afraid to ask for help. Invisibility is death ("Brand Recall").
5. Making Something Out of Nothing. This chapter warns against believing that you need to wait until you rise to a higher position to amass more influence and taking little steps irrespective of your position. The easiest ways of doing that are showing compassion and serving as a sounding board for colleagues and also not hesitating to take on smaller tasks that could give you access to power or make you indispensable to senior management.
6. Building Efficient and Effective Social Networks. Network, Network, Network. A wide network of shallow contacts is shown to be effective in building influence. The only way to go about building a network is to create a list of people you would like to meet and then asking people to introduce you, following up, and reciprocating by introducing your contacts to other people. Also attempt to position yourself in brokerage roles (where you control the flow of information). Being connected to someone else in a brokerage role however is not the best means of acquiring influence.
7. Acting and Speaking with Power. Fake it till you make it. Assume a strong posture, use vivid language and understand that expressing anger is sometimes more effective than expressing either remorse or sadness.
8. Building a Reputation: Perception is Reality. First impressions count. Dimensionalize what attributes you would like associated with you and build it through actions that are consistent with your plans. Developing contacts in the media is also a good strategy.
9. Overcoming Opposition and Setbacks: Project power and success in the face of adversity. Be persistent and advance on multiple fronts. Amassing influence requires a thick skin. Another important tip that stood out to me was to avoid making unnecessary enemies and understanding that sometimes you have to work with people you don't like (focus instead on what you need to get out of the relationship).
The following chapters on the price of power were frankly a little less interesting to me (I am more interesting in acquiring power).
9.
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Here I liked Jeffrey Pfeffer's ability to point out the importance in how to deal, handle and use power. He points out to the actual reality regarding power play in all organizations. I can imagine for example that the chapter 'It takes more than performance' will be an eye-opener for many. If I want to be completely honest I have to say I liked some of Pfeffer's other books better, still this book here is probably going to have the biggest impact on yourself and in your career if applied properly.
Highly recommended, especially if you have strong reservations regarding 'power'.
Content:
Introduction: be prepared for power
- Why you should want power
- Stop thinking, the world is just a place
- Beware of the leadership literature
- Get out of your own way
- A guide to using this book
1. It takes more than performance.
- The weak link between performance and job outcomes
- Get noticed
- Define the dimensions of performance
- Remember what matters to your boss
- Make others feel better about themselves
2. The personal qualities that bring influence
- Change is always possible
- Do an objective self-assessment
- Seven important personal qualities that build power
- Intelligence
3. Choosing where to start
- Unexpected paths to power
- What makes some departments more powerful than others
- Diagnosing departmental power
- The trade-off: A strong power base versus less competition
4. Getting in: Standing out and breaking some rules
- Asking works
- Don't be afraid to stand out and break the rules
- Likability is overrated
5. Making something out of nothing: Creating resources
- Creating something out of almost nothing
6. Building efficient and effective social networks
- A definition of networking and networking skills
- Networking jobs
- The ability to network is important in most jobs
- Network skills can be taught and learned
- Spend sufficient time
- Network with the right people
- Create a strong structural position
- Recognize the trade-offs
7. Acting and speaking with power
- Acting with power
- Speaking powerfully
8. Building a reputation: Perception is reality
- You get only one chance to make a first impression
- Carefully consider and construct your image
- Build your image in the media
- Overcome the self-promotion dilemma
- The upside of some negative information
- Remember : Image creates reality
9. Overcoming opposition and setbacks
- Overcoming opposition: How and when to fight
- Coping with setbacks
10. The price of power
- Cost 1: Visibility and public scrutiny
- Cost 2: The loss of autonomy
- Cost 3: The time and effort required
- Cost 4: Trust dilemmas
- Cost 5: Power as an addictive drug
11. How - and why - people lose power
- Overconfidence, disinhibition, and ignoring the interests of others
- Misplaced or too much trust
- People lose patience
- People get tired
- The world changes, but tactics don't
- Leave gracefully
12. Power dynamics: Good for organizations, good for you?
- Power and hierarchy are ubiquitous
- Influence skills are useful for getting things done
- Political influence versus hierarchy in decision making
13. It's easier than you think
- Building your path to power
- Surviving and succeeding in organizations
For further reading and learning
In every ordered society you will find a government, businesses and many other organization. Every organization has a leader at the top and leaders at several levels below him or her, the hierarchy. The leaders at the top can and has to make decisions only he can make because he is the only one that can see the total picture. His decisions have far greater consequences than those in the level below, even though the decisions at all levels including executing tasks like selling and producing have to made too for an organization to survive. To make decisions get them executed requires power. Power is necessary, automatic as it comes with a position in the hierarchy. An organization without a functioning power structure is in chaos or anarchy.
Power has to be exercised responsibly. That implies that the power holder must consider what is best for the organization or part of it for which he is responsible. A leader that bases his decisions on what increases his power and salary the most will often make the decisions that are not in the interest of the company.
In my view power is a means to an end, to get done something useful. If power becomes an end in itself as the author recommends, it becomes addictive. There many examples in the book of the desire for power determining the action, regardless of a moral standard. Just one important example
The Board of Directors is legally responsible that the Chief Executive acts in the interest of the company as a whole and not in his own personal interests. What is the author's advice? On page 175 the case is described of a chief executive that engages a compensation consultant to prove that he was underpaid. This is a well-known trick. The chairman of the compensation committee of the board objected to the raise. The CEO won, and the CEO saw to it that the Chairman of the compensation left the board. The lesson of the author, " if you want to keep your position go along".
Of course this happens. Should the moral standard of a member of the board be to not say anything the Chef Executive does not like? Of course not. A board member that does not intervene when he becomes aware that the CEO was not acting in the interest of the company may be sued. If you want to know what a responsible board member would do, read, "Boards that deliver" by Ram Charan to get a second opinion.
This is just one example of the wrong advice. It would take many pages to describe all the recommendations that show dubious moral standards. Be warned, keep in mind the fate of ENRON with leaders that manipulated and aimed for power and wealth, one is still in prison.
The book is definitely helpful to leaders that decide on promotions to weed out the power-wealth driven manipulators. Here and there you can find useful ideas like in the section about networking and examples of taking initiatives.
A great deal of what the book describes is common sense, like do not tell your boss that he should stop getting angry. Read it with a critical mind, do not feel flattered when you read something you already knew and feel happy that the author agrees with you, remember that one lesson is you as a reader can never be flattered too much (p. 35), and most important, do not fall in the trap of becoming a power-addicted leader.
This book does not propose unethical behaviour, but simply a realistic approach. There are also key benefits to seeking power, such as doing good and improving health.
Overall a good manual for power.








