Leadership: Power and Consequences

by Sy Ogulnick

Overview

If you are a leader or aspire to leadership over others you must read "Leaders, Power & Consequences." It clearly exposes the influences a leader has with people who are close and important to the leader.

The leader is the person who holds the true power, that is, “the buck stops with them.” It is not underlings who act on behalf of another who dictates their actions. They are not the true power, and no one is long deceived.

Where do problems in relationships, trivial or significant, not exist? The answer to resolving the problem is likely found where the power is located. Who are the true leaders, what are their expectations and how well do they communicate with those they lead? And, how well and candidly do those significant to the leader communicate directly back to the leader? This is where trust, safety and respect play a huge role in how the relationship plays out and either grows, mutually, or is destructive, mutually.

Most leaders tend to communicate badly, have unspoken or inflexible expectations towards those they lead and blame others for what is the leader’s failings. "Leaders, Power & Consequences" confronts this problem of leadership directly and clearly by using Sy Ogulnick’s personally experienced stories. He clearly describes the path leaders must take if they are to personally grow, to understand themselves better, and in the process to contribute to the growth of those they lead.

When authentic communication takes place between those in power and those immediately at the effect of this power, trust, safety and respect are felt by each. This must be found in the environment or Genuine Dialogue between them is impossible and will not, even at the point of a gun, take place. And it is the leaders who are primarily responsible for the creation of the environment. Words do not make it so, but action (behavior of the leaders) does.

The path laid out in "Leaders, Power & Consequences" leads to facilitating problem-solving, creativity, innovation and a sense of mutual ownership amongst people to the degree that most leaders can only dream of.

Product Details

ISBN-13:	9781630473129
Publisher:	Morgan James Publishing
Publication date:	03/03/2015
Pages:	400
Product dimensions:	6.40(w) x 9.30(h) x 3.60(d)

About the Author

y Ogulnick received a BA from UCLA, Teacher’s Credential from Los Angeles Board of Education and completed phase I (Master’s portion) in a Doctor of Behavioral Science program at California Coast University. Sy leased and operated a summer day camp in LA. He and his wife then purchased virgin wilderness land in Northern CA, where they built and operated a coed summer camp. They moved to Las Vegas, NV, and purchased, built and operated a community children’s program for families staying in a major resort casino in Las Vegas. They have created programs for children nationwide that employed many people and in the process developed successful training programs for personnel. This led Sy to lecture on how to train staff and the creating of community within the workplace. Sy was then invited to speak at professional conferences on how best to hire and train employees, which led to his becoming a consultant in the art of improving relationships in a work environment and eventually to his epiphany that “Leaders are the primary problem and the answer to the personnel issues that arise in the workplace.” Sy has written numerous papers on the subject of interpersonal relationships, leadership and power. He has lectured throughout the United States, has been interviewed by the media and has appeared on many radio and TV talk shows.

Read an Excerpt

CHAPTER 1

POWER

Nothing until used Without limits in man's hand So good or evil.

In the mid-1950s, publicly traded corporations began to enter Las Vegas, Nevada, as owners and operators of casino resorts. These corporations were well financed and employed many traditionally trained and educated people who certainly understood the complexities of profit and loss, but not the culture they were moving into. One example is the many departments that had operated as "loss leaders" were now required to justify any losses and to become "profit centers." Prior to the corporate invasion, most casino resorts gave many things away or charged very little in order to bring people to the gaming tables. Many people considered this period between the late 1950s to the early 1970s the "golden period" in Las Vegas.

From 1968 to 1972 I was involved in one of the newest and, perhaps, most unique casino resort operations. I was with the resort from its initial construction until its sale in the early 1970s to a major public corporation. Soon after the purchase was announced, I was asked to join in a meeting between the purchasing corporate head and the original and continuing operations leader of the resort. I had no idea why I was invited but was very aware that I would be a witness to two immensely powerful people. One was the chairman of a major publicly traded corporation that included hotels located throughout the world. The other person was the chief operating officer of the successful casino resort recently purchased by the public corporation and in which our "Youth Hotel" operated. Surprisingly, there were only the three of us in the suite: the chairman of the hotel chain and the resort operations leader. I sat off to the side, thrilled to be there as a silent and intense observer.

Why I was there is a question that probably needs to be dealt with. To this day I believe it had something to do with the unique children's program that my wife and I created for children of hotel guests visiting this particular resort. The program most certainly played a part in establishing the resort as special and attractive to its affluent U.S. and international guests traveling with their children. I felt, and was told frequently, how important the program was to the casino. The corporate chairman may have wanted to be sure I would continue the program in their first entry into the world of Las Vegas. I also have a sense that I was invited because of a special and trusting relationship with the operations leader that had grown significantly as we developed the program for children. What was most important to me, at that moment, was that I had the rare opportunity of observing, listening and learning from two powerful, influential and controlling people.

The issue the chairman and the CEO discussed, initially, was about financial compensation; but it soon turned out to be about power and control. At any level, in any case, I had absolutely nothing to contribute; but as an observer I could, and later did, offer my read to the resort leader on what I witnessed, heard and felt. What I took away from that meeting are many important lessons of power and communication found throughout this book.

The power of the hotel leader was absolute as far as I had many times observed. Representing a major corporation, he had been given the job to build and operate the most expensive and unique concept of its time in the modern hotel industry. Wisely, as I came to understand, he did not represent the corporation as a figurehead or mouthpiece but was given full power and resources to do all that needed to be done. This included exerting influence over the architect, builders, hiring management and just about every other aspect of making a unique concept in the resort industry come to be. This was a lesson of power that in my long-term view continues to be rare in that this man was fully empowered by people more powerful than him to drive the whole job. He had been resourced and supported to do what others above him could not do. He was fully empowered and with no strings, that I ever discovered, attached. As I came to know him, I sensed that such power in his hands was the correct and only action the corporate heads could take because he would not have played the "puppet" in any case.

At the beginning of the meeting I felt confident that the two men understood that the public corporation needed the current operations leader in order to flawlessly continue the successful operation and growth of the casino resort. During the discussion, the chairman expressed his thoughts and concerns for the continued success of the resort, including positive comments about the resort's operation and its impact on the public's view of the corporation's move to Las Vegas. Thus, I felt the resort leader had every reason to feel secure in his job.

Their discussion took on its true purpose when the chairman asked under what circumstances the resort leader would continue as leader of the complex. There was no discussion of authority and where it would have to come from. The corporate leader obviously knew and valued his power, and he was looking at power in the face and reputation of the operations leader. Profits and losses were never discussed because it became obvious to both of them that power and control were the deciding issues, not money. The present leader would accept nothing less than full authority to do what he deemed necessary to operate and grow the resort. The public corporate head would never give that power to any of his subordinates. His desire or need to control those under him was considerable, and it was his corporation that now owned the casino resort. Until that moment I believed success is rewarded, but what did I know about power and influence? Not much! All that took place between them was far beyond my knowledge and experience.

When the operations leader finished his presentation of the goals, plans and compensation he had developed for the resort, the corporation summarily turned the compensation offer down. The general reason given was that if the growth of the program continued as it appeared likely to do, the operations leader would make more money than the chairman of the corporation. This was unacceptable, the corporate chairman made clear, regardless of the considerable increase in profit being assured to the purchasing public corporation. It was not long after the meeting between them that the hotel leader was relieved of his position.

The best possible talent had built and operated this unique casino resort, and in a few short years it had created a new standard for other major resorts to live up to. But after the resort was purchased and management changed, in only a few years the resort became just another hotel of many to choose from. Clearly, a well-run organization and its continuing growth were subordinate to control and power. I discovered the true intentions of the corporate head soon enough and realized that the decisions had been made well in advance of the meeting between the two leaders. That decision was to replace top management with corporate people. Both the corporate head and the operating president were performing as the script, which they both understood, dictated to them.

Money is a strong attraction, to be sure, but it pales next to having controlling power. In fact, many believe that money will give them the power they truly seek. The chairman of the public corporation knew that controlling the behavior of the leader of the casino resort was impossible, but the chairman wanted that control. Money was never the issue. The leader of the resort probably knew this, but he also knew that he could not be the puppet to anyone, regardless of the money. This is why I observed that they both may have "read" from a "dictated" script. The die was cast before the meeting. Although both may have been aware of their power, I have reason to question whether this is common because later on I discovered that the great majority of leaders I've worked with have little or no sense of their influence over the behavior of others and, generally, are not in touch with their power.

WHAT IS POWER?

The power I specifically want to isolate and deal with is the power that exists between humans and is made evident in the stories and text throughout this book. In this context, two or more people must be involved; and power, expressed in one form or another, exists between them. When it comes to humans simply living their lives in relationships with others, power exists between them as a potential. It is invisible; but it is there as love, nurturing and sharing or conditional, restrictive or worse. Parents with babies and young children are people with power, as are teachers at school, bosses at work. Power is a potential that may arise at any moment in every relationship.

We recognize the power of the sun, water, fire, wind, money, weapons and armies and so much more, and add the power of words written and spoken. Perhaps the most powerful is belief in God. In fact, to prove how powerful to do good and/or evil that belief in God is, more people have been destroyed over their belief than any other cause; and this in the supposed name of love, giving and brotherhood.

The powers I chose to examine throughout this book are invisible and yet exist between humans. This power is felt, feared, valued, hated and envied. In fact, what emotion is not in one way or another connected to the power that exists between us? And whether it is used for good or evil, power in the hands of people, like air, finds its way into every nook and cranny of our relationships.

I also need to emphasize that power itself is not our problem. Power is neither good nor bad. Power becomes good or bad only when and how it is used by people who hold it. Regardless of how power exists in the hands of people, if it is not used wisely and appropriately, it is likely to harm the relationship. The wise use of power first requires that we be conscious that it exists. Even if it is not seen, the wise know it is there and make use of it as thoughtfully and carefully as possible. Trust and respect between parties in a relationship happen because power, when activated for any reason, does not abuse but nurtures, teaches and empowers. This is necessary to any relationship and is what grows trust and respect. A warning: trust and respect are not "fished" for, expected or demanded but must come from the one who has the power.

Because power influences each of us to the extent that it does, it is critical that it be understood by those who use it. Those at its effect know power too well. This is because both parties are going to be impacted regardless of who wields it. Power does not move in one controlled direction, or as intended. Once ignited, power spreads in all directions like a wildfire, not only for the purpose intended, as in a controlled burn, but even toward nearby people, including those who set the fire. Power, as with fire, needs be handled with care when let loose. Without clear understanding and appreciation of one's power and how it is best used for mutual benefit, difficulty between people is almost guaranteed.

When power is not needed and not used, it may still be an issue in relationships simply due to past experiences. For example, leaders who used power to dominate those dependent on them usually got what they wanted; but a lesson was taught: "Protect thy self!" Present leaders have to deal with the ghosts of the past when they exercise power. If a present leader sincerely wants to receive the best from others, the leader must be perceived as vulnerable, safe and respecting of the other. This takes time and consistency, and is dealt with throughout the book.

Think of human power as a huge wave the surfer rides with dexterity and joy, or the same wave that engulfs a village and destroys the people and their homes. The wave has immense power both to provide exhilarating recreation as well as to destroy humans and their communities. So it is with people who possess power. They have the potential to do good or the potential to abuse and destroy others and, as I will show, themselves.

The human ability to reason raises expectations of both our self and others, and the use of power may be embodied in those expectations. The burden of having to be conscious and aware of one's power falls squarely on those who are themselves in power. Ideally, our best leaders have an acute awareness of their power, their responsibilities to others when exerting power and the consequences power can cause when misused. The good leaders know this, but inadequate leaders too often claim ignorance of their power or instead blame others for problems and negative results. This is one of the more important distinctions between good and inadequate leaders. It is a simple truth: power in the hands of people we live and work with influences our relationship in positive or negative ways, and ignorance of power is no excuse.

People who are ignorant of their power or in self-denial of their culpability in the problems around them may be helped to understand their power and to use it in a more productive manner. Humans are not born to remain in darkness but to seek light and knowledge. No one need remain in the cave. Our problems begin when we are conditioned to be what others are or choose for us to be. Here is our first example of power not understood and used in potentially harmful ways.

The point that needs to be made is that, whether out of ignorance or deliberately, much of our behavior, subtle or not, is learned; and what is learned can be unlearned. This requires not a great teacher or drugs to alter one's perception of the world, but personal courage to allow growth and change to happen from inside out. And one very important caveat is: Growth does not happen without the help of others. The people we need in order for us to change from within are those who know us best. And, they will not be honest and candid with us unless they witness, proof positive, our being vulnerable and fully open to them. In other words, people who know us best must be empowered to be as much themselves as is possible and as we must be to them.

WHENEVER POWER IS USED BETWEEN PEOPLE, CONSEQUENCES FOLLOW

The stories shared throughout this book are true real-life accounts that demonstrate the widest possible variations in the uses of power and leadership (good or bad) and their consequences. I was a participant in most stories, indirectly played a part in some stories, or, as in the preceding story, I was a witness to interactions between powerful people. None of the stories in this book are hearsay or retold from a secondary source.

My growth, appreciation and knowledge of power came by way of many different hands-on experiences beginning with my earliest memories of leaders I interacted with, years of teaching, counseling children, being an entrepreneur and actually being a leader and then consultant to a variety of powerful people and their Inner Circles of trusted associates.

As a student of human behavior, it is no great "aha" to appreciate the rarity of excellent leadership and the disproportionate role that inadequate leadership has played in history. There were only a few relatively enlightened leaders and even fewer who left the best lessons of power and leadership in the hands of those who followed them. It took my becoming a consultant to professionals and business leaders before I began to appreciate the power of leaders. Prior to this awakening I have to accept that although I knew I had power to affect people who worked for me, I had no idea or sense of how powerful that power was and is.

What each story, and the many untold, has taught me is that: when people who hold power over others seek to grow, their growth contributes to the growth of those close to them. To put it more precisely, growth is more likely to be reciprocal and mutual for the leaders and those over whom they exercise power. In contrast, when leaders who choose not to grow use power they hold for self-aggrandizement or other selfish and exclusive purposes, the people over whom they exercise power experience a diminution of who they are. What comes from this is an anger that is both inner against themselves for not being and outer against the power who will not let them be. In such cases, no one grows; but those dependent on the leader do learn to protect themselves as best they are able and will find ways to get even with those in power over them.

THE USE OF STORIES IN THIS BOOK

I have been told that I am a pretty fair-to-middling story teller. All I needed as a setting was a campfire, the campers, staff and a moonless night. The written format is a challenge: no feedback and faces off of which to bounce stuff. How could I not miss that? In any case, the stories I share in this book are true and written without embellishments. The purpose of each is that the reader derives some value from each story and that each stimulates the reader's thoughts. My intentions are to present as many applicable stories as I am able to sift out of my bag of experiences. To this extent, I now realize how blessed I have been to have had a variety of experiences and from the worst to the best of them find lessons to grow from.

How else could I have come to as clear an understanding of power and what it means to be a leader? Most of this has little to do with hearsay or books I read, although I suggest that being a student throughout our lives is essential; and I strongly recommend every source as worth checking out. But the truth, for me, is that personal experiences are the most worthwhile and valuable source of all. Understanding and possible growth may actually take place if the reader has reasonably similar life experiences and is able to relate to the stories I share. Those who have not known power and leadership but have been in subordinate roles and dependent on power and leaders above them will find food for thought and probably much to agree with. Those who do know power and are themselves holders of power over others need to read carefully what they find in this book, and even between the lines. It is to them the book is written. Leaders and people with power need to know of the "influence" they hold in their hands and that when power is wielded it needs to be used for mutual good. Also, I may or may not point out the lessons sometimes hidden in each story, often preferring to let the story speak for itself. I know this: The lessons and the people within each story are what influenced me to build a pragmatic philosophy I know to be true, and more importantly, that works and is inclusive.

In the preceding story (an immediate example of my pointing out a few special lessons), I identified four major aspects of the use of power. These invisible dynamics of power appear in the opening paragraph of the Introduction and are found in many of the stories you will encounter in the book.

(Continues…)

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Excerpted from "Leadership"
by .
Copyright © 2015 Sy Ogulnick.
Excerpted by permission of Morgan James Publishing.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

Chapter 1: Power

What is Power?

Whenever Power Is Used Between People, Consequences Follow

The Use of Stories in this Book

Power Is Best Identified in One’s Own Inner Circle

Genuine Dialogue Enables Leaders to Use Power Correctly

When Leadership Changes, So Does the Environment

Power and Its Many Forms

What Is True Power, and How Do We Acquire It?

Like Each Grain of Sand, People and Leaders are Unique

Why the Most Qualified Candidate a Business Can Afford Should Be Hired

How Does Power Influence Personal Relationships?

Do We Know Ourselves?

Where Is Power Not an Issue?

Power and Hierarchy

Chapter 2: True Entrepreneurs

What Drives True Entrepreneurs?

True Entrepreneurs, In General

Becoming a Successful Entrepreneur Takes Hard Work

Entrepreneurs Need Mentors

Power in the Hands of True Entrepreneurs

Entrepreneurs Have Existed From the Beginning of History

Growing from Entrepreneurs to Leaders

More Stories and Lessons Learned

Shifting Gears from Entrepreneurship to Leadership

Genuine Dialogue is a Vital Dynamic for Entrepreneurship and Leadership

Entrepreneurs and the Inner Circle

Are Entrepreneurs Made or Born?

Chapter 3: Leaders

Relationships between Leaders and Followers Are Vital

We Know Our Leaders Better Than They Know Us

Good Leadership Has the Brilliance and Flaws of a Unique Diamond

Quality Leaders Rely on Genuine Dialogue and the Inner Circle

A Quality Leader Is What We Learn to Be

Leadership and Consequences

A Review

Chapter 4: Attributes of Relatively Enlightened Leaders

Why the “Relatively” Enlightened Leader?

Where Quality Attributes Come From

General Thoughts on Attributes

Relatively Enlightened Leaders Have Healthy Relationships

Essential Attributes for the Enlightened Leader

The Leader +Teacher + Student + Role Model

Chapter 5: The Inner Circle (IC)

Genuine Dialogue Is the “Golden Thread”

Only the Wise and Ethical Bring Together the Best Talent

Power and the IC Members

Who’s Really in Charge Here?

How Entrepreneurs Select Their IC Participants

Who and What Behavior Make For A Healthy IC Member?

Lessons Learned by Addressing Common Problems

Maintaining the Healthy IC

More Stories about ICs

Creating and Maintaining a Healthy IC is a Leadership Challenge

Selection of IC Members is Important, But Leadership Even More So

Chapter 6: Genuine Dialogue

Genuine Dialogue Is Communication Without Filters

Genuine Dialogue is Definitely Special

Experiencing the Experience

We Are Born and Immediately Communicate Genuinely

The Necessity of the Proper Environment

What Might Our Bag of Experiences Contain?

Back to Genuine Dialogue

We Have Many Inner Circles

The Difficulty of Growing As One’s True Self

“FY” Money

What Are the Essential Ingredients that are Essential to Genuine Dialogue? Or, How Do We Make Chicken Soup?

Genuine Dialogue Can Be Made to Happen

Without Genuine Dialogue, Important Issues Aren’t Addressed

Chapter 7: Events Dictate the Exercise of Power

Why Events Should Dictate the Use of Power

Leaders Need to Understand Their Power

Being What Others Want Us to Be Need Not Keep Us from Becoming

Similarities Between Quality Leaders Appear to be Much Greater Than Their Differences

Leadership Programs Are Essential

Chapter 8: The Anatomy of a Workshop

Discovery That the Leader Is the Cause

Further Reflections

Establishing the Ground Rules for a Workshop

The Mentor’s Role in the Workshop

Who We Are As Perceived by Those Close To Us

Preparing the Ground

The Workshop

B1, B2 and B3

Problem-Solving Is More than Just the Problem

The Impact of Genuine Dialogue

Reaching Genuine Dialogue

Safety at the Office Leads to a Desire for Safety at Home

Tying It All Together

Excerpt