People who master conflict know how to approach it directly and assertively, yet constructively. Truly powerful people do not react emotionally and defensively to dissenting opinions—they welcome them. And if that person is right, they embrace the idea wholeheartedly, because they care more about the end result than being right.
They inspire conversation. When powerful people speak, their words spread like ripples in a pond. Influencers inspire everyone around them to explore new ideas and to think differently about their work. They know their strengths and weaknesses. People who get seduced by power and, therefore, start abusing it are often blind to their own weaknesses. To become truly powerful, you have to see yourself as you really are and to position yourself to use your strengths for the greater good.
That means taking a clear-eyed look at your strengths and your weaknesses and owning them both completely. They grow and leverage their networks. Truly powerful people know how to make lasting connections. More importantly, they add value to everyone in their network.
They share advice and know how, and they make connections between people who should get to know each other. They ask for help when they need it. They believe. Powerful people always expect the best. They believe in their own power to achieve their dreams, and they believe that others share that same power.
They believe that nothing is out of reach and that belief inspires those around them to stretch for their own goals. They firmly believe that one person can change the world. They do it now. Seek common occasions and make them great.
Weak men wait for opportunities. Strong men make them. If you're seeking more power or influence in your own life, or you just want to model your lifestyle on the powerful leaders that came before you, take inspiration from these seven habits:. They Never Speak Too Much. Abraham Lincoln was once quoted as saying that it's "better to remain silent and be thought a fool than to speak out and remove all doubt.
The effect is twofold; first, in accordance with Abe Lincoln's wise quote, the less you say, the less you will betray about yourself. Quiet people are often seen as more intelligent and influential simply because they have fewer opportunities to say things they regret. Second, the more concisely you speak, the more authoritative you will appear. Strive for conversational minimalism. They're Flexible. Rather than coming up with an idea or strategy and adhering to it rigidly, powerful people tend to be adaptable.
This doesn't mean always compromising when you encounter opposition to your idea, but it does mean being willing to find an alternative way around a given obstacle; perhaps if your boss can't be persuaded, you can seek approval elsewhere within the company. The world is unpredictable and full of unexpected challenges, so the most adaptable people tend to be the ones who solve the most problems, and are therefore seen as the most powerful.
They Don't Argue. Arguments can be functional, though in most cases, they waste energy that could better be spent proving your case through an action. If you voice your opinion only to be met with dissent, don't waste time further arguing your points or trying to convince someone who has in all likelihood already made up their mind. Instead, get to work on your plan and actively demonstrate that your side of the argument is the correct one. The study, published in the Annual Review of Psychology , included experimental studies in laboratory settings, field studies that investigated executives and employees in organisations, and studies based on individual differences in dominance.
The research — covering psychology, neuroscience, management and animal research over the past 15 years — suggests that having power typically activates thought, speech and action. Power holders speak more, often interrupt others and express their true sentiments and desires more than other people. Participants then introduced themselves to the group. Judges tended to spend more time introducing themselves to the group than workers did. They expressed their interests and hobbies more — and talked openly about themselves.
Consequently, powerful people were perceived, by observers who saw the presentations, as having a broader set of interests than the powerless groups.
Research has also revealed that power holders are generally the first to take action in a variety of circumstances, ranging from emergencies to negotiations outside work. This sense of responsibility and initiative may explain why power holders are also more goal-oriented than others. They tend to work eagerly to obtain their aims and desires.
This can be seen in studies that measure persistence in difficult tasks. It seems people in power tend to prioritise salient goals, to do one thing at a time and avoid multitasking.
People in power also identify strongly with their roles — and most of their goals are related to their power roles. For example, a study conducted in 15 countries asked business executives to list important goals.
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