If you watch someone who is good at influencing others, you will most probably observe that person switching tactics depending on the context. To be effective in a wide number of situations, however, it’s best to expand your repertoire of skills and become competent in several techniques, knowing how and when to use them as well as understanding when they are being used on you. You have probably picked out a few that you use most often. Instead of crying and throwing a tantrum, we may figure out that smiling and using language causes everyone less stress and brings us the rewards we seek.īy the time you hit the workplace, you have had vast experience with influence techniques. We learn early what works in getting us to our goals. Starting at infancy, we all try to get others to do what we want. There’s only two kinds at the White house. President Lyndon Baines Johnson once told a White House staffer, “Just you remember this. American presidents have been known to use coercion power. He not only undercut his competitors through pricing, but he used his coercive power to get railroads to refuse to transport his competitor’s products. Rockefeller was ruthless when running Standard Oil Company. published an unauthorized biography of Jobs, Jobs’s response was to prohibit sales of all books from that publisher in any Apple retail store. Steve Jobs has been known to use coercion-yelling at employees and threatening to fire them. Parents may also use coercion such as grounding their child as punishment for noncompliance. The most extreme example of coercion is government dictators who threaten physical harm for noncompliance. Coercive power often works through fear, and it forces people to do something that ordinarily they would not choose to do. In contrast, coercive power is the ability to take something away or punish someone for noncompliance. When one of the companies, Citysearch, went public, all employees benefited from the $270 million valuation.
The CEO’s salary was capped at $75,000 to maintain the sense of equity. That way, everyone had a stake in the company. If members could convince him that their ideas were viable, he gave the company a maximum of $250,000 in seed money, and gave the management team and employees a 30% stake in the company and the CEO 10% of the company. He created his company with the idea of launching other new companies as soon as they could develop viable ideas. Another example of reward power comes from Bill Gross, founder of Idealab, who has the power to launch new companies or not. When Steve Jobs ran Apple, he had reward power in the form of raises and promotions. Anyone can wield reward power, however, in the form of public praise or giving someone something in exchange for their compliance.
Reward power tends to accompany legitimate power and is highest when the reward is scarce. Reward power is the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment.
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