“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?
Friday, September 28, 2007
Wednesday, September 26, 2007
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…….
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…….
Tuesday, September 25, 2007
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!
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!
Friday, September 21, 2007
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.
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!
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!
Wednesday, September 19, 2007
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.
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.
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