Hope you’ve had a great week with plenty of opportunity to use your power well. Here’s an example of an insightful and surprising use of power I learned about over the last five days.
When a more senior role opened, Priya, was the clear choice. Instead, she nominated her team member Daniel, a rising star, saying:
“His growth benefits the company long-term. I’m most effective developing talent like his.”
The bold move surprised the Executive Team but paid off – Daniel excelled, and Priya’s team has become a talent powerhouse.
Power is an unavoidable part of leadership. There’s no hiding from it and it’s one of the most influential tools in a senior leader’s arsenal – but its impact depends entirely on how it’s wielded.
Used well, power inspires teams, fosters trust, and drives exceptional results. Used carelessly, it sows confusion, fear, and resentment. In this email, I’ll explore four ways senior leaders can use their power wisely to build stronger, more connected, and resilient organisations. These practical insights will help you lead with intention and build your positive influence.
1. Manage your moods
Power amplifies a leader’s moods, both good and bad, right across an organisation. You might think you’re just a bit grumpy, but the message about your mood will be quickly transmitted and magnified. It results in people avoiding you even if they need your time or support. What you might see as a slight change in mood feels like a pendulum swing to the people
you lead. The next time you are having a bit of an off day, manage your emotions and responses to contain the impact of any grumpiness you’re feeling.
2. Be consistent
People appreciate consistency from their leaders because they know what is expected and how to deliver it. If leaders frequently shift goal posts, or are indecisive, people don’t know how to respond. Consistent leadership behaviour and messaging is crucial because it helps to build trust and certainty, so people can focus on their jobs rather than second-guessing what is coming next from their leader.
3. Treat everyone with dignity
One of the most respected and liked CEOs I ever worked with was renowned for making time to engage at grass-roots as well as at the Board. It’s easy to forget to dot his because, no matter your level in an organisation, there’s always someone more senior whose requirements you need to meet – whether that’s ‘The City’, the Board, the Executive Team or the leadership ‘above you’. You find you focus all your attention upwards. But managing your power well means you reserve most of your it for engaging with those who are less powerful than you. After all, they’re the people who will ensure you satisfy the demands from above. Engaging constructively and consistently at every level will ensure you benefit from the collaborative power of the many you lead.
4. Remember just how powerful you appear
Most leaders I coach don’t realise just how much power they wield because most are only too aware of the power they don’t have – the decisions they can’t influence, the people who don’t give them time, they results they’re struggling to deliver. But from the perspective of those looking upwards, you are powerful. In one organisation, mid-level leaders kept telling us they needed more genuine attention from senior leaders. When we asked who the middle managers meant by senior leaders, they said ‘my boss’s boss.’ If you are to use your power well, you must first notice the power you have, not just the power you don’t.
Ultimately, your power as a leader is a responsibility, not just a privilege. When used with care, consistency, and connection, it will create an environment where trust thrives, challenges are met with confidence, and your team feels truly supported. Leadership at this level demands intentionality – in your moods, your words, and your actions. Reflect on how you’re currently using your power and consider how small shifts can make a big difference. The ripple effects of leading well extend far beyond your organisation, shaping a legacy of positive impact.
Catch you next Friday. And, as always, observe yourself and others with interest and learning, not with criticism and judgement.