Taming, Utilizing IT

Bill Gate’s best seller on business (see below) deals with the Chairman of a company and his or her Information Technology (IT) department, especially at large corporations. Make the company’s Information organization relevant to the company builds a power base and helps to sustain the company’s competitive edge with customers.

Robert Dilenschneider, in his book “Power and Influence - -The Rules Have Changed,” terms this the requirement to “accept, adapt and accelerate - - or atrophy” within an organization. His reference here seems intertwined with most things “IT” within an organization. Ignore them or refuse to go alone with IT’s changes to the business can mean the end of a rising career. Not all IT change is positive, obviously, or timed correctly, or budgeted for well, but the power/influence player quickly learns the when’s, why’s and how’s to succeed. First, one has to become aware of the big picture. IT matters.

Neither Mr. Gates nor Mr. Dilenschneider believes it is necessary for an employee, manager or company leader to “master” any of this technology. In fact, Mr. Gates notes that if one knows too many of IT’s acronyms, you probably know too much to manage IT projects in strategic ways. You can easily become too close to technology, in a very real sense.

IT data collection and distribution to an organization’s leaders of newer, more up-to-date and customer-focused data can become powerful tools for managing and “evolving” the business positively. The opportunity for today’s leaders is leading the development of a company’s IT technologies, in new ways, for increasing productivity and profits.

Mr. Gates notes that knowledge of Information Technology areas varies WILDLY across the senior ranks of a business. For example, we all remember how many companies got their employees to start using e-mail. The President or Chairman started using email, personally. Suddenly, EVERY employee started opening their emails and using those computers that had been collecting dust in the corner of their offices. Ditto for laptops used offsite, and today’s dreaded Blackberries and smart phones with Internet capabilities. One is never free of the boss or one’s office. Power players recognize and understand the new playing board.

Mr. Gates puts it bluntly: “…the CEO must recognize the strategic importance of technology as he or she does with other important business initiatives and lead the way.” This, from the world’s richest guy.

Start with a baseline understanding of computers. Get your IT involved in committee meetings involved with core business operations. As a power play, you need to chair and manage these meetings through your contemporary knowledge of the business, your competitors and technology, Mr. Dilenschneider might say.

IT mistakes are possible, but the responsibility stays with the CEO for not properly spearheading the focus for technological applications. Standing up for and against one’s one company’s IT and Operations departments can prove both difficult and career killing (or result in huge increases in power and influence).

Mr. Dilenschneider sums it all up: “If your profession or industry has not been turned upside down yet, you can bet it’s dying or soon will be. Denial of technological realities or failure to adapt to everyday technology may mean losing your job.”

We ignore technology at our peril. Mr. Gates agrees, wholeheartedly. We’re all on the same page, here. It’s the realities of daily IMPLEMENTATION of these power and influence building skills that can elude the average bear.

Company vs. Personal Power, Influence

“If the 1980s were about quality and the 1990s about reengineering, then the 2000s will be about velocity,” wrote Bill Gates, unarguably the richest and most powerful man in the country, maybe the globe. (“Business @ The Speed of Thought, Using a Digital Nervous System” Bill Gates, Warner Press.)

He visualized, even a few years ago, how quickly the nature of business would change and that information access would alter our lifestyles…and consumers’ expectations of a business. In this sense, Mr. Deilenschneider seems to have gotten his message absolutely correct about the powerful being the ones who understand and use the speed of change . . . to their advantage.

Gates noted that what used to take 50 years, we do in 10, because of the flow of digital information. Every industry has been touched, affected dramatically, from real estate (Main Street) to Wall St. Numerous jobs are no longer needed. New ones go wanting. Old ones change, shrink and expand together. The influential and powerful see this large picture in their own office, on their own street and in their own family. Change. Power. Influence. They’re all tied together.

Gates terms this the Web Workstyle. The rest of us might call it digital or technological knowledge to survive and thrive at the office, while maintaining and growing one’s power base. He uses the example of the human biological nervous system, reacting automatically to stresses and strains, to a company’s nervous system that hasn’t quite figured out how to react as quickly and instinctively as it might. Management of the company’s systems takes courage and foresight.

He notes, strongly, that from the CEO on down, employees need to become comfortable with these rapid changes and new digital technologies in order to understand how they are, or could, change business processes. He divides HIS 12 key steps as ones involving “knowledge work,” “business operations,” and “commerce,” which is defines as interaction with suppliers and customers.

Mr. Gates focuses on leaders who use new technologies to streamline and modernize their business’ processes, making strategic thought an ongoing process. Mr. Dilenschneider seemingly captures these messages and translates them into ways for employees to become PERSONALLY more powerful and influential. The business should also succeed.

After all, it’s one thing for the business to do better, and an entirely different thing for an INDIVIDUAL to do better. Many a naïve employee has got the two mixed, driving the business ahead while nixing one’s own chances of success. Mr. Dilenschneider shows how to avoid this death spiral. This alone should drive readers to inspect, closely, the ideas put forth on these few pages.

To the Humble Goes the Prize

“In the final analysis, only one’s family really matters,” writes Robert Dilenschneider. The contrast here is one’s ego or wall of fame (that proverbial wall of plaques and honors many accomplished professionals have on display, either in their offices or in their homes. It’s not necessary, he says. One’s self confidence should stand on its own, pictures of you with the President notwithstanding!

HUMILITY and ACCESSIBILTY - - that’s what important, from the kid shining your shoes to the loftiest Chairman of the Board. All individuals deserve the respect and humility the power-player can extend fully. Courtesy to all and being able to LISTEN as well, no matter how powerful or influential you become.

Put another way, believing one’s own news releases can be dangerous!!!!!

Your Blogster: Believing one’s own college references can be most difficult to entering Freshman at Ivy League colleges. Their high school teachers, parents friends and associates have bent over backwards to be kind in their accolades. It’s you, the student, who now has to perform at the college level, from scratch and without help, reference letters or not!

He points out that the more powerful one becomes, the more important it is to be restrained in dealing with those surrounding you that hold extreme views and opinions. Another way of saying this is the powerful need to maintain a balance in their lives - - business and home lives in synch, avoiding extreme focus on one or the other. And, team players never let another down. Never. In doing do, it can be amazing what is RECEIVED in return.

Extending that helping hand to others, regardless of thanks or a returned favor, also sets the power player apart from peers. People rarely forget this help. Inoffensive questioning until one get to the inner core of other’s beliefs also can pay big dividends to the powerful and influential. In doing so, you give back to the organization and the institution in meaningful, essential ways.

Pro bono work (extended at no cost with no expectation of return) also separates the leader from the powerful and influential. Similarly, remembering one’s friends and, occasionally, asking them for help can be very useful to gaining and wielding power.

This network building also differentiates the powerful from the others. They maintain contacts and nurture these relationships to the betterment of both. Finally, their vigilant to opportunities around them and seize the moments, for sure, for action.

Power Players Gather Consensus, Sacrifice Ego

Mr. Dilenschneider claims that a number of the real power players heading some of America’s largest companies know the importance of active listening and taking notes as subordinates share their opinions and strategic thinking. Skipping these steps along the way can spell D I S A S T E R for many a Chief Executive Officer, he writes.

Reaching the top spot also requires utilization of all the communications tools on one’s desk: Email, search engines on the web, and similar communications tools. In the end, the beneficiaries of these power-layers include shareholders, employees, customers and one’s top company officers.

Grasp the nuances of what people are reporting. Synthesize the issues and produce solutions to problems at hand. Generally, these activities play to one’s strengths. How seemingly effortless this advise seems to be!

First, one has to figure out who one really is. You can’t listen with empathy and understanding unless you know yourself well - - well enough to keep your mouth shut, while demonstrating a passion for understanding and other people’s feelings and skills, one of which may NOT be oral communications.

Next, smart people have this intuitive sense about smart decision making. They’re born with it or, perhaps, can learn some of it (your Blogster hopes). When the critical moment of decision comes, they’re ready with answers. People follow this powerful and influential tactic.

Sometimes there’s a “eureka moment.” Usually this is preceded by carefully planned and executive research about one’s business, customers and competitors. A clear focus on the business, minus distractions, equals a success of your own making. Be inquisitive and focused…determined. Single-minded at times. Timely research and patience on communications reward the power player. Know what works and what doesn’t; what’s been tried and what can be tried. Take nothing for granted. When the moment arrives, you’re ready to lead the way.

Understanding one’s environment appears most critical as a success factor. Power players draw a unique perspective and apply it at the right moment to build a power and influence base. Sounds "do-able" if one follows this roadmap.

Power & Influence: The Indian Connection

One of the interesting things about this book is the breadth of illustrations, that is, “power examples” for discussion and practical lessons learned. Buried deep in the middle of the book, Mr. Dilenschneider delves into the recent history of India’s Mahatma Gandhi and his protégé Jawaharlal Nehru, India’s first prime minister after independence from Great Britain.

While one doesn’t normally associate Gandhi with “power,” one can easily picture him as INFLUENCING MILLIONS of people in his country and abroad. The author points out that Gandhi cleverly utilized the tools of power and influence to his advantage, while seizing the opportunities he spotted early on. They both ended up wielding power before much of today’s technological breakthroughs in communications, using stubbornness, sticking to principles and understanding the political scene.

To serve his cause, Gandhi utilized the telegraph and radio to get out his messages. In doing so, he managed to overthrow British colonial rule with a velvet glove, to the advantage of both. Nehru’s son carried on the tradition using many of today’s communications tools overlaying sound principles and knowledge of the political scene.

The analysis is most interesting and not one read about in any detail in most books. Of course, today, you can’t buy an electronic product without finding an Indian on the other end of your technology calls for support.

Your Blogster might add that a similar case might be made for the leadership of Singapore, in recent years, with their quantum leap into a computerized city environment and leveraging today’s software technologies to leap infrastructure shortcoming. In this case, the leadership maintained and grow their powers by creating an environment for computer training, learning and applications the world had never seen in such a short period of time, again, raising all boats proportionally.

Change: Who to blame?

A major difference between this book and say the book The 48 Laws of Power, by Robert Greene, is how each addresses CHANGE.

Mr. Dilenschneider notes time and time again that one should embrace new technologies in order to survive and grow in power and influence within an organization.

Mr. Greene, in contrast, preaches that one should talk about the NEED for change but not to change or reform too much at once. He says that while everyone understands the need for change, in the abstract, day-to-day change of any magnitude can be traumatic to an organization, even spark a revolt. In both cases the power-player is doomed.

In this “power” book, he notes that the true power grabber should make a “show” of respecting the old way of doing things, before tossing them out the window. Not everyone agrees with this concept, for sure.

By becoming identified with change, even leading its execution, one can become the “execution-ee” as well, especially if the changes only partially succeed. Exposing oneself to the “absolute embrace” of specific changes can eliminate promising careers, it seems, in many organizations, as one becomes the scapegoat for failed ideas.

This author says to never underestimate the “conservatism” of those around you in an organization.

Mr. Dilenschneider prefers to use new, disruptive technologies to effect change and communicate its results, rather than becoming the target of the changes themselves. Let everyone participate in these new technologies you have mastered and embraced. One wonders…..

Power's Evolution

In one of Stephen R. Covey’s books, he relegates to the appendix a most interesting exercise in quantifying the different leadership theories, from the Great Man theory, to Spiritual Leadership. Between the lines it seems obvious that these leadership, and indirectly power and influence as well, MAY evolve over time, even over centuries, if one watches, charts them and keeps a bibliography.

While Mr. Dilenschneider delves, not at all, into the history of powerul and influential techniques (other book, perhaps), the Covey book makes one pause for a few minutes. Is there no historial literature about effectively seizing power and influence? Are these new concepts - - the concept that one can get BETTER and BETTER at these elusive tools until one becomes successful?

Maybe so.

Let’s try it.

In the 18h century, farmer Americans led by the few educated political minds, seized the ultimate power and influenced a rag-tag group of disinterred city-states into throwing off the yokes of so-called Colonial Tyranny. Federalist papers decried in so many words what should be done. The classics inspired worldly declarations and constitutional ideasl. The most powerful man of the day, humble George Washington, citizen-soldier and plantation owner, carried the day and took the ultimate “power” seat - - the Presidency. He filled the "power and influence" vacuum of the moment, as one might in any company at any given moment if ready and aggressive.

Emerging political parties recognized the powers of the new government as a double-edged sword, both helping and hurting their self interests.

During the 19h century, Americans turned inward on their fellow citizens holding field laborers in the tyranny of slave bondage. It was one thing to get the crops in on time, inexpensively, and quite another to “own” an individual, his family and all his waking moments - - slavery: the sort of ultimate power trip for the slave-owner. They fought a terrible, bloody war over this, with Lincoln the humble leader forcing change and enforcing federal powers.

Turning to this past century, a single power-player in Germany, and another in Italy, and one in Japan, all conspired to force their political and social agendas on their own countrymen and one’s adjacent to them . . .with disastrous results. Power, apparently, has it limits, even when enforced with might.

Then came the rise in what might be called the linguistic power players. They invented new power- and managment-speak language that merged scientific and mathematical principles into a new leadership mumbo-jumbo of this sort: “Theories and Models of Interactive Processes, Multiple-Linkages Model, Multiple-Screen Model, Vertical-Dyad Linkages, Exchange Theories, Behavior Theories, and Communications Theories.” Whatever, as the kids say oh-so-freqently. This morphed into Integrative Transformational, Value-Based theories to further boggle the minds of the unsuspecting. Consults thrived on both explaining and inventing new nonsensical company-speak.

This century most people have NO TIME for SUCH UTTER NONSENSE, your Blogster opines. Get it to me punchy-quick; there’s no time. Time is still money. I’m multi-tasking and losing. Lay it on me and get out of the way. I'm doing my email from Hong Kong and my text-messaging from my parents in Canada.

(Your Blogster reports: On a recent visit to Hong Kong, he saw a young many listening to an MP3 player, while playing an on-line video game and texting his parents in The Philippines, all at a public kiosk in an indoor shopping mall, while sipping decaf. coffee.)

This is pretty much to opposite what Robert Dilenschneider has been writing all along. Keep It Simple, Stupid (KISS), though he has the good sense not to actually write this cliché. Examine yourself, trust in your horse sense, built a moral center, serve your clients by staying in tune with the world's changing and emerging electronics, add value. What better prescription for power, influence . . . and just being a better person!!!!!

Of course, it’s pretty easy to get trampled on, so keep your mentoring relationship strong and protective of your best interests. You’re gonna need it!

Blogs: Early Warning System

Ignore blogs in your field at your peril, Mr. Dilenschneider writes. They can be sources of innovation, ideas, trends, you-just-about-name it. Read as many as you can, take from all, within the bounds of reason.

The irony of all this, of course, is that fewer and fewer Americans are reading than ever before! More are writing and fewer are reading. But traditional news channels, including TV, newspapers, magazines and radio, miss so much these days, blogs fill that void.

The concept here, the connecting of the dots, may seem obvious but also many have eluded most: News media outlets ALSO are downsizing and rightsizing their businesses. They must do more with less, missing so much. Enter the blogs!

The down side: No human contact. Without this, all the blog reading in the world won’t help. Relying on technologies for making those key relational contacts goes for naught. There’s always room for the personal touch, he writes, for the true power player.

So, You’re Out on the Street

How does Robert Dilenschneider attack this major problem of an increasing number of individuals, oftentimes in mid-career? Your company has been taken over by another and their philosophy is fundamentally different than yours. Or your company has begun that inevitable Wall-Street demanded downsizing, outsourcing and “right-sizing” - - which all translates into getting rid of a lot of employees. Then there’s the purge of the high-priced folks and those over 50.

He puts it bluntly: “In this age of corporate downsizing, mergers, outsourcing, layoffs, and mass dismissals….” Know that the so-called paternal corporation is dead. Hating them after you leave is to hate nothing. They may hate you two seconds. Try not to give it another thought—just about impossible advice to follow, but outwardly to a spouse, maybe, your Blogster says.

How do Power and Influence factor into this situation. Here the book falls somewhat flat, since not a lot of unemployed people want to exercise power and influence where they pick up their unemployment insurance! They may want to go back and put their former employers in bondage or set fire to their old office, but that’s another sort of book called: “Revenge of the Once Working.”

Yet, he does cite personal examples, several actually, of people who did this very thing, though most are top, chief executives already, so that “climb to the top” has been skipped.

He notes the importance of relationships with former employees in your old company (not to let these relationships dry up) and relationships with former clients. Many of these contacts could empathize with your situation, even loan you money for that start-up you’ve always planned, perhaps. (He claims to have turned one of these venture capitalists down, though this seems just a little far-fetched…). Power plays, one supposes, like to run the show and keep the spoils, not share them or be run in their organization by someone else!

The key message: Power and influence, while heady and lucrative, also are “transitory and elusive,” he notes. Be ready and be prepared (it never let the Boy Scouts down…). In fact, preparations can take place while ON THE JOB.

The message: Know how you got power and how easily it can be taken away…and what to do about it. But also be realistic: Know that many alternatives you try may not work. Moving on mentally and emotionally can help.

He points out that one should be ready to start over, start over and start over again during one’s career.

He adds that it takes nerve, smarts, a plan and technology’s reach via on-line job searches, etc. Never let the organization beat you down, an associate adds.

Remembering one’s strengths, while keeping in mind that people are willing to let you help/serve them and pay for things of value. Become valued and prosperous at the same time.

Betting on yourself can hurt, too.

While somewhat placating and pleasant reading, this chapter might be worth a quick read only, without pondering hidden meanings. It’s a straightforward treatise on getting things right, despite humiliation, and forging ahead in your field. When in doubt, form your own business - - truly the neatest revenge, one has to believe after reading these pages!

Some Quotes that DID NOT MAKE IT into this Book:

“No one wants less power; everyone wants more.”

You need to be “subtle - - congenial yet cunning, democratic yet devious.”

“This is a game of constant duplicity.”

“The successful courtier learned over time to make all of his moves indirect; if he stabbed an opponent in the back, it was with a velvet glove on his hand and the sweetest of smiles on his face.”

“The perfect courtier got his way through seduction, charm, deception, and subtle strategy. Always planning several moves ahead.”

“Today we face a peculiary similar paradox to that of the courtier: Everything must appear civilized, decent, democratic, and fair. But if we play by those rules too strictly, if we take them too literally, we are crushed by those around us who are not so foolish.”

“Making a show of one’s weakness is actually a very effective strategy, subtle and deceptive, in the game of power.”

“The most important if these skills, and power’s crucial foundation, is the ability to master your emotions. An emotional response to a situation is the single greatest barrier to power, a mistake that will cost you a lot more than any temporary satisfaction you might gain by expressing your feelings. Emotions clout reason, and if you cannot see the situation clearly, you cannot prepare for and respond to it with any degree of control.”

THE SOURCE OF THESE SO-CALLED "POWER IDEAS?"

“The 48 Laws of Power,” a book of 452 pages by Robert Greene, each page more specific and sly that the next.

His approach, while not the ANTHESIS of Mr. Robert Dilenschneider’s book, Mr. Greene certainly seems to offer both sneaky and sleezy methods of quickly grabbing power.

Meanwhile, “Power and Influence, The Rules Have Changed” takes the high road - - the author carefully explains why (you’ll be a lot happier and a bonus will be that your family and friends will be, too) - - and proscribes genuine up-front methods that should succeed … over time. While underhanded power gaming and power playing frequently succeeds short-term, over the longer term you’ll never know whose stepping up behind you playing the same underhanded tricks. Your scheming may not survive the next assault, if it's just underhanding play.

Mr. Dilenschneider writes about the “Genuine Deal,” the long-term power builder with enough sense to stand for things that matter and grow the business, while building success and wealth.

Which seems better?

WARP SPEED Power Quiz

Not to be missed at the end of the book is a little “pop” quiz from your teacher, Mr. Dilenschneider.

In it, he asks, among other things, “What are three specific steps you intend to take in the next month to inject power and influence into your life?”

Let’s see what some of the EASIEST STEPS might be (your Blogster’s suggestions):

1. Adopt a totally different MINDSET regarding technology and how it can “enhance” your life. Rather than saying, “Oh, I hate the tiny little keyboard on my Treo. I never use it.” TRY USING IT!. You might be AMAZED what you can do on a personal level. And while you’re at it, try SYNCHING IT to your laptop or home desktop PC, so you have back-ups of all your data. And get out the manual for your new digital camera and for the digital DVD burner in your laptop and TRY MAKING SOME DVD’s of your next presentation or PowerPt slide show.

2. Start reading the Technology column in The Wall St. Journal now and then, and learn about the lastest, new-fangled electronic toys that might be used to keep you business on the cutting edge of things (more appealing to younger people who seem to lap this sort of stuff up like we used to eat Snickers Bars).

3. Transfer ONLY THE MOST IMPORTANT PEOPLE into your cell phone from your Rolodex. Start calling them on a regular basis. (Stick them in if they are not there.) Again, amazing things can start happening as your networking skills develop and mature. Give them “speed dial” buttons (like 1#) to making dialing them a snap (use 1# for your spouse or best friend, by the way).

That should be you well started. For the BIG THREE STEPS, maybe try these:

1. Walk down the halls in your company and ask someone to demonstrate your company’s latest software, or other database software, including your client lists, purchasing/sourcing supplier lists, etc., to get a better sense of how these link up with your accounting systems. If they don’t, start asking questions about why they don’t. In some companies this might take a year or more to synch up. Call a meeting and get started having your IT folks to other departments on a regular basis.

2. Check to see if your company has considered starting or expanding its Intranet to include a wealth of critical decision-making data, easily extracted from your mainframe or offsite data farms. If these terms make no sense, find someone in the company to explain then to you.

3. Instead of sending an email to get someone’s attention, why not send a TEXT MESSAGE. If this is Greek to you (how to do all this), ask someone under the age of 10 how to do it…….

Power & Influence Habits

Stephen R. Covey (The 7 Habits of Highly Effective People) AND (The 8th Habit, From Effectiveness to Greatness) offers readers nifty MBA-type models and checklists to “pull out” the inner greatness in employees and, in doing do, form linkages to others within an organization...for the betterment of all.

He’s pulls out memorable quotations and management clichés regarding corporate leadership and moving the organization forward at warp speed. He quotes the obvious from Frost (Two roads diverged in a wood….” And from Peter Drucker, this gem: “In a few hundred years, when the history of our time is written from a long-term perspective, it is likely that the most important event those historians will see is NOT TECHNOLGOY, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time - - literally - - substantial and rapidly growing numbers of people HAVE CHOICES. For the first time, they will have to MANAGE THEMSELVES….And society is TOTALLY UNPREPARED for it” (caps added).

Here’s a fundamental disagreement with Mr. Rober Dilenschneider, who writes TODAY that TECHNOLGY, indeed, forms the basis for building power and influence. On the one hand, Mr. Covey makes recommendations that are supposed to build and organization. On the other, Mr. Dilenschneider offers PERSONAL power- and influence-building techniques. If the organization improves in doing so, that’s OK, too, (he writes that it will, every time, but he emphasizes the PERSONAL GROWTH in well being and material goods come along as well).

Mr. Covey writes: 1. Find your Voice and 2. Inspire Others to Find Their Voice.

Mr. Dilenschneider builds upon these ideas, noting that Gandhi, the Mahatma, believed that “stubbornness is a form of power.” He advised people to stick to their principles and be as stubborn as one has to be IF IT’S RIGHT.

In general words, “You can’t stop a man with a plan.” (Sorry, not politically correct, ladies.)

Both authors seems to be right. There’s a place for leading and growing the organization through sharing objectives and leading employees “out of darkness.” There’s also a place for PERSONAL POWER BUILDING and INFLUENCE EXPANSION, both of which put money into your bank account.

Hummm. Your Blogster: “Let me think. Which to I prefer?”

“Thanks,” Robert!

Power & Influence vs. PR & Communications

It goes without saying that during his career, Mr. Robert Dilenschneider has been a master public relations and business communications practitioner. Your Blogter's opinion: These fields, involving both inside and external dealings with people, continue to be practiced miserably by many of today’s corporate leaders. Let's see what one of the "masters" in this field writes for the powerful and influential. (More might be helpful?)

Mr. Dilenschneider offers incites on how “power and influence” translate easily to ANY business. The power-broker first influences internal communications, group text messaging and email. Externally, he or she influences business’ dealings with the news media using new technologies, including sympathetic web sites, blogs and U-tube video-like things.

Mastery of these devices can immediately launch one into the senior-most ranks of a business. When the Wall Street Journal or Business Week Magazine come calling, trust me you Blogster notes, you’ll be standing right alongside the Chairman or the President of the company, who are determined to protect the business from these powerful communications giants. Here’s where character, knowledge of marketplace technologies in your field and a hands-on understanding of your business quickly pays off. Faker and BS’ers need not apply. It’s too late. They’ve already been spoken to by these news media. Now they want to hear from THE BOSS. It's assumed he or she lives and breathes these tools for competitive advantage.

Unfortunately, Mr. Dilenschneider shies away from the nuts and bolts of PR and other Communications tools that the power and influence seeker might utilize to their advantage. Your Blogster assumes there are other, more comprehensive sources of this sort of nuts and bolts information. However, many an organization’s power-players have been brought to the knees, event kicked out of the boardroom, for high-visibility “screw-ups” in the public relations arena.

Since bad news still sells newspapers, and investigative news can move stock prices, your Blogster would say that ALL powerful and influential leaders need well-rounded skills in these areas. Bring in some consultants from businesses such as Mr. Dilenschneider’s and learn from the experts. Working with the news media is a technique and skill that is both trainable and mandatory (assumed) for senior leadership, especially in today’s global communications networks.

A cough in Indonesia can roil markets; a misstep that changes the perception of a major corporation can cause havoc in the marketplace, especially it’s a rather slow news day (you’re not really competing against other stories - - you may become today’s headliner story).

The influential can bridge stories in positive directions and guide media representatives (using a velvet glove) to more interesting stories of consequence.

This sort of specialized training doesn’t come cheaply or grow on trees. Books don’t capture it very well. You’re talking serious discussions, followed by practice sessions and somewhat humiliating video-taping (seeing and hearing yourself on camera for the first time).

It doesn’t usually take much to convince the powerful and the influential the value of this sort of training, especially after being misquoted or ridiculed in today’s media by rival company chieftains. And, with today’s astonishing electronic archives (one can find stories in The New York Times going all the back to the Civil War), these sorts of negative stories can hang around a long, long, long time, retrievable. . . forever.

Giuliani vs. Power & Influence: Stalemate?

One of the country’s noted “power players/movers/shakers” Rudolph W. Giuliani, former mayor of New York City and Presidential Candidate, knows a thing or two about wielding power. He even has written a book about it entitled, simply, "Leadership." He includes whole chapters on his responses to the Sept. 11 World Trade Center terrorist attacks.

In reading through this book, and making comparison’s with Rober L. Dilenschneider’s Power and Influence book - - one on management and one on power & influence - - it strikes the reader right away that seizing power and using it appropriately differs greatly in governmental organizations, when contrasted with private sector companies.

While both leaders stress attitude and positive responses to change, only Mr. Giuliani spells it out precisely, emphasizing:

* Preparing relentlessly for that day you become the boss.
* Under promise and over deliver
* Surround yourself with good people

He continues by recommending having core beliefs and standing by them, and communicating them clearly. And he suggests always seeing things for yourself (rather than relying on others), and dealing with first things first. All very practical suggestions.

Mr. Giuliani says stand up to bullies, being loyal is critical, and assume nothing.

Now, if you candle these “leadership” recommendations against the Power and Influence principles, the problem of implementation becomes quickly apparent. The former is general, the latter is personal. One relies on organization and response, the other on personal strength and character.

In the case of Mr. Giuliani, he applies his legal and district attorney experience to a government job. He’s methodical, relentless, detailed oriented and operates like a bulldog. These qualities, while important in a power player, might quickly be perceived as becoming abusive, micromanaging and somewhat blind to new ideas in many business offices.

Mr. Dilenschneider, in contrast, appears obsessed with the use and application of emerging technologies, and with your personal knowledge of their use to support your power-building skills. Mr. Giuliani has no mention of technology in his book.

Both deal with team building and maintaining core beliefs, or others will steamroll over you. Both stress consistency and strength of character to build trust and followers in your quest for becoming the boss.

Mr. Giuliani claims that leadership can definitely be taught, learned, developed, but it just doesn’t happen without a lot of work. Mr. Dilenschneider insists there can be no stopping someone with an idea, courage and the ability to project it.

Both individuals rose to the top of their professions, one in government and one in a service-industry company. They stress accountability time and time again. They recognize the importance of finding mentors along the way to help in your career development. Both include God in their advice (both are Catholics). Mr. Giuliani takes a global view and stresses the importance of America’s extraordinary humanity that can be harnessed and move mountains. Mr. Dilenschneider views the assumption of more and more power in a much more personal way - - look inside yourself for the answers and be ready to seize power as the opportunities arise. One’s still a district attorney in principle; one’s a chief executive officer.

Which method of growing one’s power base might work either faster or better?

It’s debatable. If Mr. Giuliani becomes President, we’ll see how his own advice pays off!!!!! If he’s a good one, well, there’s something to be said for his techniques afterall.

On the one hand, Power and Influence offers specific, personal behavior and personality traits that can strengthen one’s power and power base. Much the way he ran New York City, Mr. Giuliani’s advice is more cut and dry, practical, one-two-three, and measurable.

A little background:

When Mr. Giuliani took over as mayor, the city really was in a shambles (subways covered in graffiti, streets awash in trash, high crime rates). The previous mayor had proved to be both a pawn of local power brokers and a weak leader, quickly compromising his standards and ethics. Mr. Giuliani cleaned up a lot of messes while building respect and polishing the image of this major U.S. city. The changes dramatically boosted tourism and local businesses.

In contrast, Mr. Dilenschneider may have “had it easier,” since he carefully worked his way of the ladder in various communications companies, knowing full well both the business and the news media. I doubt his leadership reshaped an entire city, but it certainly enriched the lives and businesses his clients, I guess.

Yet, both books offer complementary perspectives and clues to success. They are “quick reads” and fun, to boot. Do re-read chapters, as appropriate!

FIVE FOR THE ROAD

Never quite finishing a book can be dangerous. How many times have you not quite gotten to the last page in a business book, for whatever reason? Maybe the book got lost? Boredom set in? Whatever.

Missing the last few pages of Mr. Robert Dilenschneider’s book will be a gross error.

Among other treasures there appear a couple of essays written by five young people, under 25 years of age (Yes, some can actually write sentences and communicate in printable writing, but you can bet they sent these essays to Mr. Dillenschneider by e-mail!).

Apparently, these members of the “Look at Me” generation served as interns at Mr. Dilenschneider’s communications company. Somehow, he got them to sit down and write a few paragraphs about what the words “power” and “influence” meant to them vs. the thoughts of a veteran, successful chief executive officer.

There are so many jarring concepts and ideas in these few pages in the back of the book that, on the surface, they seem out-of-synch with conventional America, but a few might be worth a mentions here. Remember, this is the generation with NO HOME PHONE (just cell phones), that was raised on video games, and use text messaging and e-mail as bread-and-butter communications, the way other older generations have used letters (snail-mail) and brief, long-distance calls.

· One links power and influence to respect (and empowering others) - - you need the latter in order to hold the former. Agree? Consider: One might have power, but no influence, or influence without real power. The common denominator: Respect, which couples power and influence to a young person’s desires. Hummmm. Bring in fear with the power player and in come an immediate disinterest and distain for following and contributing. (Ah, many a parent is relating here…..). And, this young person claims that IBM’s exit from PC manufacturing represents the “true start” of the business transformation to the modern age. Hummmmm. The problem of information legitimacy surfaces, with the proliferation of anonymous sources on the world wide web.

· Another young intern points out that few individuals can wield power AND influence together. Look at our political leaders: Many exert enormous power, but have little direct influence on our daily lives. Today’s society is ruled by the powerful above and “fueled” by the news media. Technology changes this equation with anyone creating credible websites and other on-line information centers. What’s missing today? Leaders using the technological tools to affect people’s lives. [Aside from your Blogger, look at Al Gore. He never really made the radar screens of most Americans until he claimed to have invented The Internet! That put him on the map permanently.]

· One intern equates power and influence WITH TECHNOLOGY ITSELF! But didn’t society create technology, not technology creating society? Technology becomes the “agent of control” for the powerful and influential, for sure. Yet, aren’t power and influence simply “internal predilections” within us? If so, then it’s up to the INDIVIDUAL to unlock this potential and follow the path less traveled to success.

· Power and influence aren’t just money and fame, claims another young intern. Power means “knowledge, desire, and having confidence in oneself.” (Hey, who’s writing this book, anyway, you or Mr. Dilenschneider? It’s more powerful to be respected…that liked. This intern points out that technology represents a double-edged sword, both showcasing ideas and enabling others to sabotage one’s best efforts. In the wrong hands, these very beneficial communications tools become anonymously abusive and destructive.

· The fifth intern points out that power dies with the individual, but that INFLUENCE CAN LAST FOREVER. Therefore, influence may be much more important in the long run that power. (Think Jesus, who had now power, but whose influence continues 2,000 years later!)

The message: Read this small book right to the last page for maximum benefit.

Power: Relationship Focus or Influencer?

As Mr. Robert Dilenschneider says, “Most people do not understand power and what it can do for them.” Because of this, they suffer, everyone around them suffers, and they are doomed never to live up to their potential.

Some turn to DALE CARNEGIE books or training for options. This school of “personal relationships” and “business consulting” favors a personal and “soft” approach for success. Power and influence do NOT represent their core philosophy, and it’s most interesting to see the contrast in their approach, versus Mr. Dilenschneider's direct, practical methods.

While the “Power and Influence” book emphasizes the central nature of the technological revolution in the lives of senior business executives, the Carnegie training emphasizes the evaluation of how external forces seem to shape leadership styles, and how this can positively or negatively impact the style of the organization’s environment and culture.

Now, Mr. Carnegie’s advice books and business training have been around a long, long, long time. Millions of individuals have read and tried to emulate his ideas regarding building potential by gaining the trust and respect from those who work for you. Develop and maintain a business’s core processes and procedures to drive innovation, they claim. Lead by developing your questioning and listing skills for success.

Mr. Dilenschneider’s approach, while not quite the OPPOSITE of this, certainly appears to be much more CONTEMPORARY and CREDIBLE for building one’s career and personal relationships. Wait and listen, yes, but seize command, too.

He stresses, as well, the importance of building one’s PERSONAL HAPPINESS while building one’s power and influences bases - - for material gain. Work and play overlap, influfencing both positively, career-wise.

This appears to be a much more lucrative and rewarding advice. While superficially appearing to be more “self-centered,” Mr. Dilenschneider actually emphasizes both the central hub of God’s higher morality and the importance of good works in one’s community, as power and influence catch fire. The Carnegie approach seems much more laid back, even PASSIVE, when candled against the Power and Influence checklists and evaluating one's environment.

Both emphasize the importance of building core communications skills, while rising up the company management ladder. They also both emphasize the importance of being able to work effectively with employees, customers and suppliers, for example. But the Carnegie approach emphasizes more coaching and empathy, while Mr. Dilenschneider’s methods emphasize the importance of recognizing the utilizing one’s own natural talents and skills. Let them naturally point a person in the right direction. Then don't be surprised that these directions encompass unconventional electronic technologies and other social media.

By these measures, the Dilenschneider methods could be considered much more specific, applicable, contemporary and breakthrough in nature which, after all, represents the very attributes one seeks in this sort of how-to book. How to do what, when, for more power and influence. Let’s leave the relationship-building to the human resources department. You want to become a POWER PLAYER RIGHT NOW, one who uses new information sources to process data in new ways and, a player who mentors the next generation of “power aspirants.” In doing so, it isn't the team becoming self-actualized that counts. It's you. (And YOU is BETTER.)

Having SOUND ARGUMENTS, another requirement of Mr. Dilenschneider's, AT THE RIGHT TIME extends power and opens "influence doors" as well, without cutting ethical corners in achieving personal objectives. This sounds a whole lot easier and faster to do than trying to get one's arms around externalities and building relationships that might not ever pay the rent.

Seize it, Share it (Power)

It always amuses. Those who have and wield power always have an “aw-shucks” way of describing it and how they got it!

Mr. Robert Dilenschneider is no different but A LOT BETTER at describing how others might profit from his experiences with a velvet glove of power. Certainly, one of his book’s chapters headlines the concept of sharing power along the way and from the very top of an organization.

But how and what can be gained in this dog-eat-dog world of business where most have read a variety of how-to be better manger books, perhaps even this one, soon.

He claims that a number of the super-powerful out there really do remember their more humble beginnings (when they were mere employees makking 1/100th what they are making now) and always try to “give back” in many ways. They feel a sense of noblesse oblige toward their employees and their businesses. They accept the spotlight and recognize the responsibilities that entails, including being a person one can trust.

He also picks out various politicians he has worked with, including Senator Chris Shays of your Blogster’s state (Connecticut), and there certain is agreement there. He certainly appears to be a many of “total honesty”, who cares for others and puts his personal skills in overdrive in supporting “the people.”

Mr. Dilenschneider claims they believe in high purposes in their decision-making and service selflessly and “transparently” in their daily lives, which seems a lot to ask in today’s political arena.

Key words with these power players include: Values, Grace, giving back, good manners - - the right things to do, but oh so hard!!!!! They he selects out some of the nouveau riche (hedge fund managers) for their seemily utter failure in these regards (how about many super-hero sports figures, as well!).

Bottom line: They’d agree that going after power for power’s sake is a huge mistake. You’ll fail every time. Celebrate purpose, not power, or words to that effect.

Melba-milk-toast types need not apply however. This sort of action takes conviction and vision…with a heavy does of humility along the way.

Blogs: Ignore at your Peril

Today’s powerful and influential pay close attention to blogs, according to Mr. robert Dellinschneider. He points out that these “web-logs” sometimes contain information that can be found NOWHERE ELSE. Blogists provide commentary or news on specialized subjects - - and they are interactive. (Aside: Besides this, their "publication" is instantaneous and can be swiftly modified or changed or added-to just as fast.)

Since anyone may comment on specific articles, many journalists and writer-wannabe's do and with great emotion. They’ve become part of the “social media” in our society, he writes. Major corporations and their executives can become the targets of gossip, innuendo and various other forms of harassment, so it behooves the rising power stars to read some and digest their diaries of endless streams of information. (Aside: They can't be ignored any more.)

While no one is sure how many individuals are actually READING these blogs, there can be no doubt that bloggers carry news and information that traditional media can miss entirely, or do so purposely. So, while traditional newspapers and magazines may be shrinking in size, the number of blogs expands daily at an alarming pace. Companies and inviduals ignoring, or worse, not STARTING their own blogs do so at the peril. Put another way, a blog can have dramatic and immediate impact upon one’s career, business and industry. And, unbelievably, he claims that some 6% (and increasing) of the population now turns EXCLUSIVELY to blogs (and chatrooms and user groups) to obtain the bulk of their news.

These emerging media, therefore, may be a quick and easy way to raise one’s visibility and status. Regarding email, he points out that the typical executive is now DROWNING in span and needless emails almost to the point of saturation. It has greatly lost its impact. Of course, there is no substitute for direct, face-to-face relationships, even its via videoconferencing, for building one’s power and influence. But even this, requires ongoing activity - - “the human connection is irreplaceable.” And that includes follow-up on emails sent or voicemails left. One can not put all one’s trust on the “new media.” In other words, the new media must not stymie the individual, but enhance one’s communications.

He describes WHAT SHOULD BE DONE as using these new media to continue striving to support the enduring values, such as grace and decency. Force yourself to look toward higher purposes and be able to give back to be a true power player. This joins together business, society and politics - - working together (Wow!) as a team, rather than adversaries. The new media tools such as blogs can help.

One needs to connect these enduring values to one’s work, in order to become more respected, influential and powerful. (Aside: Adding to these thoughts, might be the concept of the VOLUME of communications as well. Most people today are unable to communicate simply and directly.) Since we’re no longer a nation of readers (in fact, in some communities in Southern Oregon, city libraries actually have been allowed to CLOSE, due to budgetary problems and political poor planning).

Rather than a full page of legalize regarding a business problem, a well construction SENTENCE OR TWO can have enormous weight. One suspects that this sort of communication is so “natural” to Mr. Dilenschneider that it doesn’t occur to him that others can’t see this simple tree for the forest of words surrounding them.

He sums up: Apathy and complacency can not be allowed to overshadow our values and responsibilities, especially when using these new electronic media tools. Not just Spell-Check, but eyeball things closely and/or refer to an English grammar book when in doubt about punctuation and writing styles. Productivity can be improved with these improved communications (it’s very distracting to read through grammatical errors in business writing of any sort, including words in electronic media), he reminds the reader.

The bottom line: You’ll be happier, make more money and be more credible. Sounds almost too good to be true!

A PRESIDENT’S TEST

It doesn’t matter the President, for credibility's sake.

Mr. Dilenschneider reports on a life test made popular by a somewhat unpopular President.

You write out on a piece of paper the three or four qualities in life that are important to you. Put the paper aside and review them a few days later, after some reflection.

Then make sure whatever you do “gives you” these qualities.

However, these qualities have to come from yourself, not from other’s, or you’ll be trying to live up to someone else and end up going nowhere in particular.

So, from the time you awake, to the time you go to sleep, you must live these qualities in order to become happy.

The Boy Scouts always seemed to have gotten this part right. Does anyone remember their motto: “A Scout is Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean and Reverent.” The get the idea. Use any of these, for example,

Maybe there are just a few too many of these life quality motto-words for an individual to remember, but your Blogster still does - - forty years later. Can you remember and implement yours after thinking about a few for a few days? This is a powerful tool of the powerful, he claims.

(The President? Did you guess correctly? Richard M. Nixon! Don’t try quoting him at your next party without some really good reason to do so, this book perhaps, but prepared for stimulating conversation. Maybe don't get into becoming Powerful and Influence - - most people don't react well to your bold expression of these somewhat offensive goals, as understood by the general public.)

Doing What You Think is Right

Never a bad idea but a central theme in the chapter entitled "Take the Heat and Never Compromise" to build power and influence in this changing world. The reference here is regarding the expanding harassment of companies and company Chief Executives by Internet “blogs” and bulletin-board sites. This has become so prevalent, it is to be expected, but not taken sitting down. One must react, respond, do what’s right - - “be the man or woman in the arena,” so to speak, even if not a CEO. Everyone's a potential target of harrassment on the Internet. It's how one responds that counts.

One must overcome “malevolence” at every juncture. People will use information technologies against you. One method of building power and influence is by getting positive information out there about you or/or your company to counterbalance the inevitable negative statements, even hundreds or thousands of them. Going after every online statement wastes your time and can even be counterproductive (where there’s smoke there’s fire/you protest too much?). The author claims to have more than 300,000 bits of information out there about himself. (Imagine trying to respond to each comment!)

Person and company web sites serve as tools, not end all or be all’s. You need these, but they must be interactive and serve a purpose, such as broadcasting a recent speak or positive information. Naturally, your messages need a consistency and frequency to succeed.

Second, your associations with fellow professionals, organizations and community causes must be positive in nature. These might help build positive messages regarding your personality and values. It’s a “brave new world” out there, he chides, pulling a memorable Aldous Huxley phrase from long-gone title from 1932. One needs to be prepared to “suffer losses, humiliation and embarrassment” in this blogophere new world. Keeping one’s dignity and self worth in mind pays dividends.

If nothing else, turn to God (oh, heavens, the G word one never mentions in business). This can bring additional personal strength and resolution, he notes, especially when trying to determine “the right thing” to do. Turning to God seems to work out better when you're already on the winning team in your business, of course, but this relationship can build that missing inner strength and courage to take the next steps as your fast-moving company evolves, it seems.

Finally, the convergence of emotions, ambitions, expectations and technological change can help one become truly powerful while mastering surrounding events.

This all sounds good and overdue for a trial, building power and influence or not. Just living and responding better to life’s many challenges and changes.

Not Geek Squad Smarts

There is a new advertisement on the radio for something called "The Geek Squad," a hugely successful group of nerds and nebbishes across the country who read software and computer manuals, then have an uncanny knack of getting things to work (like wi-fi routers, high-def. TV's and surround-sound stereos). What power! What value!

Yet, this is NOT the power and influence discussed in Mr. Dilenscheider's book. The power here is moving men (and women) to perform at their highest levels, as inspired and led by your personal inspiration and style. This is long-term power, prestigious power, power that sustains and builds and organzation's core business.

In the ad, The Geek Squad promises to get things working again. “We’re on call to use our intellectual power, not to rule your electronic products, but to own them,” they claim, mysteriously. The implication being that when you know how things work, you “own it,” in a sense, in the long run. (Actually, it's the reverse, they own it in the short-term, while it works, and no longer.)

The power and influence under review in this book senses this sort of limited power generation, but bases it’s solutions on a foundation, the substance of technology itself (not how things work, but what can be done with the things when they’re working). The theory, one supposes, is that you can pay a drone (or Geek) to get technology to work. What you can’t find is anyone who understands what it all MEANS once's it's going again. How will it save time, build a customer base, retain customers already buying your products, restrain competitor actions, build an empire.

One ominous note in the ad might be worth a thought: “We Geeks know that the Internet is JUST STARTING!” The implication: We ain’t seen nothing yet! Heaven help us, especially those who have not already fully embraced today's robust Internet search engines, downloads and interfaces.

Numerous references in the book hint at some of these emerging synergies (technologies, he calls them): Cellphones becoming recipients of text messages, taking pictures and organizing your schedules, playing your favorite songs, updating blogs, even, making phone calls, wireless, through the wi-fi connection on your computer (free - - don’t tell the phone company).

What does this single example mean in the workplace? WHO will grasp the emerging nature of the way it will break traditional molds of job functions in the workplace? The powerful and the influential, for starters, who may soon be the bosses driving these new methodologies!

Are There Any Limits to Power and Influence?

Mr. Dilenschneider never really covers this point. To the neophyte, today’s power-players running today’s businesses seem to have an unending supply of nerve and skill. Yet, they also seem to have an uncanny way of deleting your power in favor of enhancing their’s, making for a Zero Sum game they are winning.

The author mentions none of these limits. It’s not their power and yours, it’s creating and nurturing YOURS - - that of others will be left in the dust, undimished. Yours will just be MORE POWERFUL and INFLUENTIAL. More likely, today’s power holder may quickly become tomorrow’s lackluster leader when subjected to the "Rules that have Changed,” the disruptive technologies assaulting one’s business at regular intervals.

It’s not that the expansion of YOUR influence reduces that of others. You influence leapfrogs other's and, for lack of a better word, alters the paradigm of accepted behavior.

This offers a message of hope for those individuals suffering under the bonds of a crushing no-nothing boss who stifles independent thinking and action. Unfortunately, these new options of exercising one’s power and influence might come to fruition ELSEWHERE, in a different company or setting, the author clearly details. The implication: Be prepared; this time may come sooner than expected followed by a kick in the butt out the door.

Perhaps the concepts discussed here work best in smaller, entrepreneurial environments, rather that in major, bureaucratic organizations such as the phone company or a traditional Fortune 500 company. He claims not, that the principles here apply across the board. Perhaps, though, that fine line between showing off one’s new skills, without overshadowing one’s boss, blur for most people, especially depending upon the boss’ moods and business conditions.

Missteps here can earn immediate discharge, demotion, even industry humiliation if not careful. Count on it. That’s where strength of person convictions (which he discusses that length) come into play. Convictions to stay employed, while learning the new rules, and their carfeful exercise, within bounds of common sense, fosters power and influence. Incrementally, not by brute force.

Is This Book Under Titled?

When you peruse the clogged bookshelves to today’s book stores, you have to wonder about some of the titles. Certainly, that section of Help-For and How-To titles can shock, even awe, in the way they seem to identify a number of problems we didn't know we had, then go the next step in claiming to solve them, magically, dramatically, immediately.

For example, can a book titled something about "Whatever Subject For Dummies” really deliver the goods? On practical subjects (how to fly fish, how to write HTML code, etc.) I believe they really can do so.

Would a book on How to be Powerful and Influential For Dummies be something worth buying? I’d say NOT, certainly not having read Mr. Dilenschneider’s book. This isn't practical advice, it's life-altering attitudes and style, even personal values. These can't be "dummied up" for readers. They require thought and understanding.

Why not a popular Dummies subject? Because he really does deliver the message, but subtlely in ways not obvious on first reading. Dummies books cut through the fog to a core of actions. This book captures the fog, while clarifying personal, attainable goals and concepts. These don't travel well in quickie how-to books. They take work.

First, unlike the Dummies books, he REALLY HAS stood alongside and spoken candidly with many of the world’s movers and shakers. I'd guess that most of the Dummies books were written no so much by experts, but by expert researchers of existing literature. They're written by smooth, professional writers.

Mr. Dilenschneider, it's obvious from page one, IS AN EXPERT and a LIVING, BREATHING EXAMPLE of the powerful and influential who've thought a lot about the rules changing out from under his best efforts.

He discloses these discussions in a candid and elegant way that both communications and shares ideas, without bragging or making lists, the crutch of the Dummies books. List something and you have another couple of pages in those books.

Instead, Mr. Dilenschneider takes the high and sophisticated road, leaving it to readers to sort out the meaning and digest the concepts. It’s the implementation of these somewhat controversial ideas (not everyone agrees) that becomes tricky. And, clearly, not everyone truly is meant to be powerful and influential, I’m sorry. But EVERYONE can certainly learn WHY they can’t be a mega-person, since they may or may not WANT to try his recommendations or, frankly, be incapable of doing so.

Specifically, some people are just not capable of adopting and accepting today’s technologies, a key ingredient in Mr. Dilenschneider’s book. We all know them - - people, who even today, refuse to turn on a computer and use it’s capabilities, those of the Internet, and those of organizing one’s life’s work and hobbies. The number of these individuals is shrinking, but there’s still a hard core of non-computer users (and angrily proud of it - - I have “my people” handle those sorts of details, many say in the business world). (This does NOT mean that if you still can't figure out how to send a "text message" to and from your cellular phone that you don't have a grasp on technology. Just not its nuances. You do still use the phone and email from your laptop or desktop quite happily.) You fully grasp the emmense power of a few words well written and instantly delivered in an email

These non-technofiles oftentimes refuse to use cell phones, Blackberries and similar communications devices, since many probably tried early versions (they were truly horrible, large and ungainly) or instantly understood the negative “leash” aspects of the first “beepers,” that unmercifully tracked our every move, causing work to follower us into the woods and onto a boat, in an airplane and, seemingly, even underwater.

So, this book will be read in a passive way, by these individuals, with passing thoughts given to the core principles. It will another sort of brief entertainment to be shared among friends, then forgotten.

Pity. Yes, for these individuals, the book is undertitled: It never will have much applicability in their lives or deliver on its promised title. For them, the rules may have changed, but not the game. He re-defines the game and observes that the current rules may no longer apply. Pity not to grasp these seemingly obvious, pithy concepts.

Embrace Change: Hardest Thing Ever

In the military, power and influence derive from regimen and imitation of one’s peers and those who came before. Previous battles serve as schools for study and mastery. Repetition of action is encouraged so that when this or that occurring will trigger automated responses, quickly and lethally.

Consistency, trustworthiness and steadfastness of purpose achieve immediate, supreme rewards for those who absorb their lessons, right on up to positions of admiral and general.

Change means the pain of new-learning, without rule or precedence. “But every response has not been defined and bound into a pamphlet or book. What should I do and when should I do it?” the military man and women might ask regarding unknown, emerging technologies.

Some of today’s new soldiers and sailors, however, do understand and recognize that the pace of learning and change speeds up reponses. Yet, they also can fit uneasily into the uniformed structures, or eventually succumb to the inevitable - - don't fight the system if it ain't broke. Learn it, play it, rise to the top.

In this book, a central/hard-to-miss theme builds upon the opposite of this core idea. It’s not so much that change is good and that change is progress. It’s more along the lines of "change responses" MUST CHANGE, and fast. The old ways (automated responses based upon what you know or your predecessors knew) seem important, but much less applicable in a world in which the time-line of product and service adoption has been compressed. While it may have taken radio years to be universally adopted, the I-Phone from Apple has ALREADY been adopted by HUNDREDS AND THOUSANDS of customers in just weeks. Seeing it confounds thinking - - why didn't I think of this? I gotta have one. The screen is so large; the functions so simple and elegant; the packaging so unique.

Those challenging its supremacy - - its uniqueness, breakthrough functions, positioning with early adopters - - will suffer anxiety, failure and a new powerlessness.

Break through the clutter of one’s own perceptions and habitual responses to generate influence and respect among one’s colleagues. Become “Master and Commander” of one’s own fate by acceptance and understanding of what one sees and reads about “out there” on the Internet and in the trade press.

You never know: The next “new wheel” awaits the power and influence maker to embrace through training, comprehending and, even, adoption. While never rubbing one’s noses into these new technologies, just understanding and embracing them may be enough to prevent being pushed aside by one’s bosses seeking greater, larger truths. Boss this new wheel, let me show you how it works, may take us to the next level of quality. I’ll keep watching and learning about it. Let’s keep it on our radar, especially if your competitors don’t.

Simple, non-threatening and career-enhancing. Good things!

White Glove Power & Dirty Tricks

One of the refreshing concepts fulfilled in this book is its handling of power in a solely positive, personal way. There are no hints that this power will be derived from the stealing or taking from others.

In effect, a basic concept misunderstood by many in business, as your own power expands, the power of others is NOT affected or diminished. The power pie just gets LARGER. It's not your slice taking from other slices.

Some power books focus on just the negative, the cunning, the deceitful, the crushing of others to trample ahead, grabbing power as it is seized. This book seemingly ignores this concept completely.

Your power is derived from the mastery of technology, adapting to change and from within, from a faith in yourself and in your personal god. Yes, heavens, god gets his/her due - - with a hefty dose of reality. We’re basically a god-faring country and those who deny it do so are the peril. Embrace God, from whom all power is derived, the implications seem clear.

There are no mentions of ways to “act powerless” as power is grabbed from the unsuspecting. All “moves” by employees stay within the realm of the positive and the direct. While political ways of acting are emphasized, out-and-out “iron hands within satin gloves” is not a theme that carries the day. Rather, through action and deed, your worth will be recognized and rewarded. He shows how, by example and message.

The power grab becomes a holistic experience and one that clearly will benefit both the individual, those around he or she, and the business. How refreshing, for a how-to book to keep a sense of business as a benefit to society, not just the aggrandizement of an individual. The “Me Generation” becomes the “We Generation.” Going one step further, he recommends using your new-found power and influence skills to enhanced your country and the world! Does any other book call for such global actions?

No power games surface; no power grabs described. Power springs from within and spreads its wings exponentially, mostly without bruising those around you. There’s no emphasis on using deceit, faking emotions, using tricks or controlling one’s natural emotions. If anything, the natural goodness and fairness in us all should be nurtured and remain unfettered by those around us.

In short, there is a remarkable lack of guile and foul play in this small volume of ideas and recommendations. A fine, good man appears to have written this book, or at least one can easily imagine this!

In his own words:

“In a larger sense it (the book) is also about how, by wielding personal power in a smart, techno-savvy, and ethical manner, you can help shape a more prosperous collective future for everyone.”

Technology…anxiety...the era of globalization…porous borders for ideas, capital and people…digital communications. These themes are all there - - along with how to survive and succeed - - the guideposts for technological, personal and professional triumph.

These powerful and influential individuals have a PLAN for their lives and their institutions, plus a kind of general momentum, a velocity he calls it, to make a difference.

Acquire power, amplify it, use it, while becoming happier and more materially successful. Love it!

Is this book “over-titled?”

When perusing the endless shelves of your local bookstore, some book titles seem to leap off the rack and grab your attention. Readers eagerly grab and read them, only to be disappointed in the end. Yet, come on, can a $25 book, even one written for so-termed "Dummies," really make one smarter? It depends, one must suppose.

Regardless, this book has such a title. It's big; it's huge; it's, frankly, a little scary. Who doesn’t want MORE POWER and to be MORE INFLUENTIAL?

Does this book fulfill the anticipated results detailed on the dust jacket?

It’s a little difficult to say. On the one hand, there appear to be logical and orderly explanations for each of the major themes in the book, and how to get one's arms around them...fast.

(See the Table of Contents for a list of these themes.)

On the other hand, each theme in some ways deserves its OWN INVIVIDUAL BOOK. Instead of shareing just a few examples, each theme needs dozens, if not hundreds, from every industry or walk of life for true applicability to any particular reader.

And, the question arises, what happens when one's BOSS also reads this book. I mean this is a business book, written by a well-known and successful businessman. Isn't it likely a number of fellow industry-chieftens will want to RETAIN their power and influence by brushing up on them at regular intervals? Or are they just too busy?

Further, dont' many of these principles may only apply during certain stages of one’s life and and one's career? Both timelines offer milestones and opportunities for jumping off into gaining more power and influence, without question. However, HOW to judge them, and WHEN to apply these principles can be problematic. The underlying assumption in the book is it doesn't matter. Start today, use the rules, become awesome and General Patton.

At the start of one’s career, even before one’s working career begins, there can be no question that these themes need to be core and fundamental to one’s business value system. If nothing else, they should get you thinking and planning for the future.

At the mid-point in your career, one might face an entirely different sort of “gateway” or “door” into achieving more power and influence. You’re in the workplace, competing with real employees (many of whom are just as small, talented or well spoken), and know a thing or two about bosses and how to “perform” around them to succeed.

After 50 years of age, universally, White, English-speaking males face one set of challenges, as compared with Black, English-speaking females (race is NOT really dealt with in this book - - the assumption is that the application of technology and its power-generating and influencing capabilities is ubiquitous and can be implemented by one and all. Maybe.). This may, in fact, not be true at all, especially in large corporations with government contracts and mandates to promote women and minorities in the workplace, all other things being equal.

So, that 50 year old White male might find himself previously successful and powerful, doing the right things and rising through the ranks, suddenly hitting a wall, buttressed by an unseen Human Resources vice president with a mandate to meet racial and other social biases, that roll out in the workforce as the elimination both him, his job and his high salary all in one fell swoop.

In fact, in some corporate offices today, it’s hard to find ANY White, English-speaking males over the age of 50. They’ve all be “downsized,” “jobs outsourced,” “bought out or prematurely retired.”

But getting back: Is the book over-titled? Maybe by quite a bit, opening the door to a sequel or a Part Two, geared toward various SEGMENTS of the workforce. These slices might be by age or industry, by geography, demographics, even, by sex.

In this short-attention-span-theater world, where “When it works, it’s over,” does one size fit all, even briefly? Is the reader, knowing this up-front, going to be disappointed? Probably not, but degrees of adaptation of these principles will definitely be required, in order to generate the most benefit over time, it appears. The implication: Start today. Why hesitate? Indeed!

Some Quotable Quotes (Easy to find throughout!)

It didn’t take long to find something specific worth remembering in this book. It's actually written, to a certain extent, in carefully crafted, stand-alone "lead sentences." They leap off the page at you, buried in the larger context of a chapter or paragraph. They're worth watching for and writing down, maybe even posting on the wall. No exaggeration.

Here are a few examples to ponder - - -

“These principles aren’t abstractions, and this book isn’t a fanciful cogitation on success. In the final analysis, it is a how-to book. It is meant to be read, savored, and reread.”

“This book will be your road map to success in a world where geography is less important than personal geopolitics, a world in which not a moment can be wasted ruining what might have been.”

“It does not matter how far down you are in life; you can come back today, whereas in an earlier time you couldn’t come back at all. The doors are opening wider. The issue is how do you get through the door? That is what this book is about.”

“I always have been interested in the interplay of faiths and in philosophy. I’m particularly struck by the works of one Zen master on the art of living. He says that the well-rounded professional makes little distinction between work and play, labor and leisure, the mind and the body, education and recreation, and love and religion. That person hardly knows which is which. This is an individual who simply pursues a personal vision of excellence….”

“The playbook for obtaining and retaining power is constantly evolving, largely because the technology we increasingly rely on is fungible and is galloping at a pace that’s difficult to keep up with. I hope this book will serve as a playbook for people who really want to understand the different uses of power.”

The Dark Side of Tech Knowledge

One concept totally lacking in this guide appears to be the following:

Making yourself both aware of, then immersed in, the core technologies in your company also has its DARK SIDE. You can get pegged as a technician, rather that a visionary technologist.

Witness: You might quickly become the “resident guru” on the floor capable of making that infamous new software work properly. In doing so, you can relegate yourself to being thought of as a geek or, worse, Mr. Fixit, not to be confused with a leader and mover/shaker of men, so to speak.

This dark side of being the in-house tech expert occurs more often than not in what appears to be a so-called high-tech company, but one, in fact, is only high-tech in certain areas (the Information Systems department, for example), but not so much in Human Resources or Accounting.

In this case, despite all of your homework on technologies, readings of the trade press, study of technologies, and training, others (more power-prepared?) may leave you in the dust. Frequently, the real power players can be those “well-spoken” (having a mere gloss of techno-speak) and “more laidback” guys and gals around you (more gifted in the socialization skills) rise to the near top. They’ve earned it with the massive time and energies spent kissing-up and get well positioned with the boss and distancing themselves from the techies and worker-bees.

Your popularity as the technologist precludes you from the power seat, permanently. In fact, in some companies, you actually might be held back (never promoted) so you may keep your beloved technologies working, and your vision for new ones to be, when those around you just don’t quite “get it.” You see “in technological terms.” They see in the realities of business: Satisfy the boss first, then the customer, then your associates.

So, perhaps, a caveat in this book here might add a corollary to the various rules: In your quest to become an expert and visionary regarding technology in your business, be aware of those toes around you that you might accidentally be trotting upon. These toes might soon be planted squarely on your butt as you fly out the doors. Cases were studied in the book of employees being asked to leave and later becoming smash successes, on their own, when they were calling the shots. Not all of us are prepared to make this transition, or financially prepared.

Obviously, this associated power-corollary, saves you from the fate of the computer geek: A sub-set of all computer presentations which says something to the effect (just as when you take your car in to the mechanic to be fixed and the car won’t do the thing you are complaining about) and here it is. All other things being equal, computers, systems and software RARELY work perfectly, on queue, in presentations to the boss. You’re nervous, you make computer strokes too quickly, or the Internet is slowing than average.

Thus, BEWARE and always have a PLAN B in such situations: Such as having non-interactive PowerPoint slides of the software to be demonstrated or project being discussed. This might just save your project…and, even, your job.

Bottom Line: Putting all of one’s eggs in the tech basket can backfire both horribly and immediately, with terrible consequences for the over-thinking/unaware/unprepared. Link your technology bent with common sense actions, tempered with a knowledge of the personalities and traditions of your business. Go with the flow, as you attempt to steer the ship a new direction (most are NOT rewarded for such radical departures from the norm…until much later in the game, if everything works perfectly, and somebody makes a lot of money). Trust me, as the saying goes.

The 10-Step Start

Life-steps, 10 at a time.

Without doubt Author Robert L. Dilenschneider hits a number of nerves as he describes his 10-step formula for obtaining and retaining power and influence in today’s rule-changing society.

He pushes back on your treatment of your spouse. He delves into your relationship with God. He quizzes you on your power goals and requirements, though not until page 197, a little bonus for those who FINISH his sprightly, life-narration. He takes a tough stance on technology, emerging technology, even, future technologies not yet on the horizon but hinted about. Finally, he zeroes in on one such technology, the BLOG, as a representatives sampling of today’s back-door communications, standing tall behind traditional news media and, occasionally, stepping out in front on a specific issue or personality issue involving the powerful.

His knowledge and use of history and historical figures seems relevant, though only partially invoked (this is designed to be a QUICK, BRIEF, HOW-TO guide, after all, not the end-all, be-all on the subject). His combative tone throughout challenges, cajoles, pushes, drop-kicks readers into self reflection and personal judgments of their current and past life experiences, as self-samplings of one’s very best, most powerful images, or weakest.

His subject passion leaps off the page. He really means every word and takes each as seriously as these subjects deserve.

Finally, he avoids most of the self-serving sorts of autobiographical anecdotes and tales of the past that sound much better in the retelling, but leaves readers suspecting the veracity of the stories.

Truth be told, within the foundations of ethical and moral behaviors, there seems little reason the average reader can’t take immediate steps, with generally splendid returns, by implementing a number of his basic tenants. Are all “implementable” for the average reader. Maybe, maybe not. Sadly, not all of us may be meant for such challenge and introspection in advance of our business and personal lives. But maybe that’s a subject for his next business book!

Anxiety: Natural Spin-off of Shrinking World

Globalization seeps through our porous borders, as do ideas, capital and people, Mr. Dilenschneider writes, succinctly, in his latest business book. He also offers “universal principles” for PERSONAL TRIUMPH. From now on, just living one’s life seems meaningless. Living with his guideposts in mind could (should?) engender “personal happiness, financial security, and professional success.”

Brave words. Tough words to live by.

In business schools today, students learn about the perils of self-imposed blinders on a business’ vision. Without incorporating global “sourcing” (purchasing) and technology into the manufacturing processes, for example, a business might (will?) become non-competitive. Embracing the inequalities of “purchasing power parities,” global businesses will survive and become increasingly profitable.

Well, why hot have products assembled or made completely in China if they’ll do it with similar quality at a third or tenth the cost? Why not, indeed! Doesn’t this expand the purchasing power of your money?

Technologically embracers have a better chance of adapting and becoming part of the solution to future problems, he notes. Yet, comford levels can recede. So be it.

When it works, it’s over. Not what employees want to her. "New" replaces "standard" anything. Mass customization keeps a business’ products fresh and its customers loyal.

One’s survival and success depend upon these factors.

Mr. Dilenschneider writes of these verities, with a vigor and style all his own.

Technophobes Need Not Apply

This book takes no prisoners when it comes to the technologically challenged.

Bluntly, Mr. Dilenschneider weaves in this theme throughout his guidebook. (Sorry, no outsourcing it to India or Singapore, or wherever else what seems like the bulk of MIT graduates are heading after college in the good ol' USA.)

Recall when that new software was introduced throughout your business and everyone attended some training. How many of you ran back to the office, fired up the software and APPLIED what you had learned. How many sat USING the software with fellow employees peeking over your shoulder, watching, lurking, pretending to know what you were doing - - all the while just too scared to try in for themselves.

And recall the excuses they used: “Computers and I aren’t close. In fact, we have a love-hate relationship. I have ‘my PEOPLE’ engaged in those sorts of nitty-gritty things to keep my mind clear and on the big picture.”

“I tried that software but like the older version better. It was good enough for me then when I learned it, and good enough for me know. In fact, I like to use the one that is TWO versions back. It’s the best and I don’t have to re-invent the wheel using tried-and-true methods. Life is too short to get bogged down in learning all these new bells & whistles, gadgets & gizmos!”

“I just couldn’t seem to get through to the tech-support guys. They’re all overseas anyway, you know, the time changes and all that. I gave up waiting. I’ll get into that new program when things begin to settle down around here. I’m too busy protecting my rear to get bogged down sitting at a PC. I've sure Steve can help me when time-crunch comes.” (There's always a generic "Steve" somewhere in the company who quickly masters these new software versions and selflessly shares this knowlege with co-workers.)

The author makes no bones about technological knowhow: He calls today’s workplace “a warp-speed world that is being transformed by technology.” We all know this, but he’s the first to say it quite this way. Simply, slickly, in quotable form. The gift of truth in under 200 pages.

Sychronize: Power & Your Potential. Today!

WEB HOST > > RALEIGH STERLING

If this book delivers on even a small amount of what it claims, it’s a home run, a belt out of the park, a giant step for worker bees across the universe who seek more money, more fame, more prestige and more of the material things in life.

To undertake such a book, Robert L. Dilenschneider calls upon what he knows and the thoughts of those around him in the company he heads. And, he recalls the numerous brushes against numerous power brokers of the world - - mostly corporate chieftains at their primes.

Before getting into all that, I’d like to cite on page XII of Mr. Dilenschneider's book his laudatory thanks he professes for his wife. This just about encapsulates what EVERY HUSBAND should be saying about his spouse at regular intervals:

Speaking of her contributions to his life as he wrote this book, he writes that, “Not only has Jan raised tow splendid sons, she has nourished mhy life in ways that have been unimaginably wonderful. Dedicating this book to her represents only a fraction of the payment on a lifelong—and humongous—debt that I owe Jan. She has truly powered and influence my life and the lives of everyone who has ever come into contact with her.”

Attention husbands: CRIB these gracious words and say them, write them, use them every couple of months with your wife. Your days will be filled with happiness, your nights with joy.

Thanks, Mr. Dilenschneider!!!!!!

INTRODUCTION -- Power and Influence: The Rules Have Changed

A 2007 McGraw-Hill Business Book By Robert L. Dilenschneider

BLOG HOST: Raleigh Sterling

Is this another “experience” book written by another successful business executive for the “little people?” Wrong. He truly appears to be sharing his INSIDER’S KNOWLEDGE in light, provocative, interesting ways. It's obvious he hopes the power- and influence-hungry reader will read a few pages, take a few notes, think about these clear and sensible words, then try them out

What could be simpler? They, in fact, may prove to be life changing, say, you could say, but only if you adopt and modify your business and personal attitudes, as well as work styles. While power and influence won't "come to you," they will become the low-hanging fruit of one's life choices.

Naturally, it takes more than a glance to digest the “a synthesis of his thinking over the page decades (4 of them), starting back in the 1960’s. Remember those days of activism (Viet Nam war worries), the Kennedy’s (JFK) and Camelot, and start of the Great Society of LBJ1), Flower Power was the “Power” of the day, and “Influencers” included Marshall McLuhan (“the medium is the message”) and The Beatles at their zenith.

How things have evolved and progressed, to the point where today many individuals have “lost” their way in business and in their personal lives! According to Author Dilenschneider, it didn’t take much to entice a McGraw-Hill publisher to jump on this small business how-to book for future movers and shakers. The publisher picked up on the universality of the themes and produced this easy read.

Before he got done, Mr. Dilenschneider interviewed hundreds of business executives, major and minor, at the zenith of their careers and in their early years. He notes that his task grew somewhat easier after the first hundred interviews and clear themes began emerging, themes both original and dominant.

His task was made easier, since he himself was ALSO becoming a superstar along the way: In the complex and mysterious “communications” arena (employee and corporate communications; public, media and community relations; news media dealings, and politics rolled into one). As one of, if not THE PREMIER executive in the business, CEOs came to the phone when he called and made time for his counsel, questions and theory-testing.

"Hi, the Chief Executive Officer is on the phone, would you like to take this call? Who could resist?

He called on them for counsel and information sharing. Others, maybe not as noteworthy, he met with to learn more about their strengths of character and personal styles.

So, in the end, if even half of his numbered and detailed how-to rules are true and/or applicable - - WOW. Maybe there still is a chance for the rest of us to change and claw our way to the top, while having a lot MORE FUN doing so.

Win-Win, as they say. Bravo! Bring it on!

- Your Blog Host: Raleigh Sterling