Why does power only belong to a few people? (including the whole book notes)

If you love watching, and take the positive qualities such as integrity, diligence and kindness conveyed in the biography as the standard, you are likely to hit a wall and be black and blue in real life.

The author of Power is Jeffrey Pfeiffer, a famous professor of organizational behavior at Stanford University. He bluntly pointed out that-

So real.

Effectively demonstrating one's abilities is one of the reasons why successful people get senior positions in the first place. When they emphasize the story of success through "positive" behavior in their biographies, you have absolutely reason to suspect that this is their means of self-promotion.

Therefore, it is better to take the biography with a grain of salt. After all, people who are good at playing power games will not admit it frankly.

So, what determines whether a person is successful or not?

Perhaps it has many elements, but it is necessary to be familiar with the operation mechanism of power and be good at using it.

"Every Chapter of Power" publicly reveals several bloody truths and reminds you not to be a fool with naked expressions such as "Remember this lesson".

Power is "contested", not "waiting".

Therefore, instead of putting yourself on the side of "I don't like/despise playing power games" before the game starts, it is better to admit your desire for power and get the right way to get it. Only by standing higher can we lead the change.

Click here to view the power note: https://shimo.im/docs/KKGkyRKjgDQHCpp8/'s Full Power: Why only some people have it. ※.

There are four parts in the book: "Everyone can have power", "Power Roadmap", "Power Defence" and "Set foot on your power journey". The last two chapters have parts that echo each other. Don't forget to urge readers to start their own power games quickly. The overall expression is clear and easy to read, and the extracted truth also has a direct slap in the face and a sober effect. Reading is making money.

Let's talk about the benefits of power first.

Power can not only bring a lot of wealth, but also make those in power live longer.

Michael Mamot surveyed18,000 British civil servants and found that people at the bottom of the hierarchy had four times the risk of death as those at the top.

So, fight for power, even if it is only for the health of yourself and the next generation.

Including myself, I once believed in one thing: as long as I do my job well, I will be promoted and raised.

Is this really the case? Totally wrong!

As far as I can see my colleagues around me or my immediate leaders, their cases verify an important truth mentioned in the book:

It sounds really difficult for a down-to-earth person, doesn't it?

But that's the truth. Many colleagues around me are mediocre, but good at upward management. If they don't do well, they will change jobs. They always throw the hot potato to others and keep the business line that leaders value most for themselves. At the same time, they use sweet words to manage the self-esteem level of leaders, so as to be promoted quickly.

This is unfair, however, it is these people who constitute the upper level of the hierarchy.

What should I do if I feel wronged and want to go up?

What is worse than being belittled? Is to be ignored

If the people in power can't see you, you never want to be liked.

Therefore, your first task is to ensure that people with higher positions in the company know your work results and directly tell them what you have done, such as weekly reports, quarterly reports and face-to-face communication.

You need to think of yourself as an advertisement that needs repeated exposure. Think about why so many brands spend so much budget on advertising marketing every year. According to the "simple exposure effect", people like what they remember, including yourself!

Many times, people remember you, which means they chose you. Do you want to have a wide range of choices to take the initiative? Then let the people in power see you quickly.

You can talk at both ends, and you can also perform.

It's true that sometimes it's difficult to achieve goals and figures, but does that mean you can't blow your own horn? No!

You can still highlight what you have done and use it against your competitors.

The following sentence is always unsatisfactory: "I admit that the result of XXXX is not the best, but we have made great progress in XXX, XXX and XXX, laying a solid foundation for our future business layout in XXX." I think we should take a long-term view and admit that it is of great significance to acknowledge our achievements in the above aspects. "

No one can achieve the same excellent results in all aspects of work. What you can do is to constantly emphasize some aspects that you have done well.

Let's go back to why performance is not as important as you think. One reason is that your boss may not think performance is the most important thing.

For example, "Citi Kid" Jamie Dimon lost her job at Citigroup, partly because of an argument with the daughter of Sandy Weil, the chairman of Citigroup, who also works at Citigroup. Obviously, Weil cares about his family, not just the financial performance of Citigroup.

So, don't be too confident that you really know what the boss cares about most.

The most effective way is to ask people in power regularly: which aspects of work are the most critical and what they think of what you should do. By asking for help and advice, you can establish a relationship with people in power, which is similar to the relationship between a tutor and his students and will definitely help you.

Note that you can ask for help in a way that shows your ability and shows that you can control the situation. No one will pin their hopes on the weak.

We all know that flattery is not credible, but we all enjoy flattery from others and will believe it for a long time.

The complexity of human nature is evident.

The same is true of those in power. One of the best ways to make them feel good about themselves is to praise them.

Praise has double benefits. First of all, people naturally like to compliment themselves; Secondly, following the principle of reciprocity, flatterers will want to give you some benefits back.

There is an interesting study on the effectiveness of compliments.

Jennifer Chatman, a professor at the University of California, Berkeley, tries to find out whether there is a certain critical point, beyond which flattery becomes invalid and is regarded as flattery. The conclusion is that she didn't find this point at all.

If you want to achieve something in your work, all you have to do is make sure that those influential people have a strong desire to make you succeed.

This requires you to let the authorities know that you have done a good job, make sure they remember you, speak highly of you, and make them feel good about themselves because of you.

In the workplace, the combination of performance and political skills will help you get promoted.

Have you ever wondered what qualities a master will have? In other words, people with certain qualities are more likely to be in power?

Through existing research and observation of hundreds of leaders from all walks of life, the author summarizes two basic aspects of power (will &; Skills) and seven characteristics.

Jill Ballard, CEO of Mattel Toys, has indelible ambition. She often wears a bumblebee brooch, because according to the body structure of bumblebee, it can't fly. However, bumblebees can fly. Jill reminds herself with a bumblebee brooch that if she challenges the impossible, she will never give up or give in easily.

I wonder if you have noticed that people in power are obviously much more energetic than ordinary people. They often work until eleven o'clock or even early morning, get up at six in the morning and run in the morning, and start a radiant day at eight.

I doubt it myself. Don't these people have to rest?

Energy, like an emotional state such as anger or happiness, is infectious and can inspire others to make greater efforts.

Think about Ma Yun. At the most difficult time in the early days of Alibaba's establishment, you can almost see the golden light shining in his eyes.

Only when you are full of energy can you accomplish more work and achieve more achievements. So, use a healthy diet and continuous exercise to improve your energy!

Perhaps frequent job-hopping can indeed bring you faster income growth, but it must not bring you the opportunity to stand at the high point of the industry.

There are three levels of concentration. The first level is to focus on a specific industry or company, gain a deeper understanding and establish a more meaningful interpersonal network; The second level is to focus on limited activities or skills and hone their own "one trick"; The third level is to focus on specific tasks or the most important activities and manage time effectively.

Without introspection, nothing can be learned, and there will be no personal development.

Especially when your academic qualifications are not outstanding, it is particularly important to insist on self-study.

Joe Beneduce is the CEO of the subsidiary of Allianz Group, a German financial services giant. At the age of 39, he was named "one of the most technologically minded CEOs". In fact, he is not from a prestigious school.

He believes that his success lies in extensive reading and organized self-reflection. He reads at least one non-fiction book every week, and is used to taking notes after every major meeting or interpersonal communication, noting down the good and bad things, what people said and did, and what the result of this meeting was.

This habit helped him clear his mind and benefited a lot from interpersonal communication.

Imagine, if you have no confidence in what you are about to do, how can you push others to do it? How do you convince your boss to believe you?

Never worry about overconfidence. High-level people are expressing their career ambitions ambitiously, so your self-confidence will only make them think that you are a congenial person.

This is especially applicable to post roles that require multi-party cooperation and frequent negotiations. As emphasized in negotiation training:

Negotiate with "interests" instead of "positions" and understand what the other side wants, so that both sides can get better results in mutual concessions.

Therefore, you need to know what the other person cares about before you can convince others.

If you are not good at being a peacemaker to resolve conflicts, or you don't want to please many people like clowns, why not consider being a grumpy and tough person?

Avoiding difficulties and people who are difficult to get along with is the subconscious choice of most people. If you can deal with them effectively and even become a "difficult person", that is one of the identity shortcuts to the road to power.

If you want to understand the flow of power and enjoy the happiness brought by power, then read the original, which is definitely worth being put on the bedside by every careerist as a pillow book!