The Double-Edged Sword of Positional Power in Tech Organizations
Positional power, the inherent authority that comes with a specific title or position, can be a game-changer in technology organizations, especially in the realm of software engineering. While the context here is software engineering, the insights apply universally across product development sectors.
Understanding Positional Power
In every company, there are several sources of power, each with its characteristics and effects within the organization. Regardless of its type, the use of power must be understood as something normal and necessary, considering its conscious use and knowledge of its consequences.
One such source, positional power, is the kind of power you have when you have a specific position or title in an organization. It is usually accompanied by legitimate power, which is the formal power to act in an organization.
But even when legitimate, if misused, it can bring problems for the organization.
In software engineering, you can identify its misuse in these situations:
Someone in a higher position proposes a solution design that is blindly followed by the other participants;
Team members avoid discussing ideas pitched by those in higher ranks;
Teams agree with senior propositions just to avoid conflict;
Priorities set by senior figures lack clear justification.
Positional power risk is equivalent to the role gap between participants in the initiative or meeting.
Awareness is the antidote to misuse. Let’s delve into the pitfalls and solutions.
Pitfalls of Misusing Positional Power
While there are several unexpected effects of misuse of positional power, this list highlights three that have the greatest impact on product development:
Lack of ownership (buy-in versus ownership)
Ownership is a cornerstone of any successful product journey. When a team has ownership, they fully embrace every idea, decision, and subsequent action. This means they are not only actively involved but also hold themselves accountable for the outcomes, whether they're successful or otherwise. It's this sense of ownership that fuels motivation and commitment, driving teams to give their very best.
On the flip side, we have buy-in. Imagine the entire thinking, ideation, and decision-making being charted out by someone else or perhaps an entirely different team. Now, the primary role of the development team becomes to be convinced of this externally derived idea and execute it. Opting for this approach might seem efficient initially, but in the long run, it's often synonymous with mediocre results. And when obstacles arise? That's when the cracks really start to show, giving rise to what many dread: a blame culture.
Chasing buy-in can be translated as the desire to keep a tight grip on things during the chaotic process of change.
Misalignment
When a team doesn't truly "own" a project, a domino effect of endless realignments begins. It's a cycle of trying to grasp the core challenge and, if lucky, eventually embracing it wholeheartedly.
But here's the twist: the journey to truly attain ownership after merely buying into an idea is as taxing as building that sense of ownership from the ground up. So, when a solution is handed down by someone atop the corporate ladder, does it genuinely offer any advantages? Or is it just an illusion of efficiency?
The need to be seen at any cost
Picture this: A high-ranking individual walks into a room, and suddenly, it feels like a golden opportunity for many. The allure is almost magnetic. For some, it might seem like their big break, their chance to shine brighter than ever.
But in this glittering rush, a dangerous shift occurs. The focus deviates from collective team goals to individual showmanship. The outcome? An atmosphere rife with conflicts and, you guessed it, further misalignment.
How to avoid the negative effects of positional power
If you find yourself in a situation of being the highest-ranking person at the table, be aware of the following approaches to avoid problems:
Don’t Lead When There’s a Big Gap in Positions
Avoid leading the discussion when there is a gap of more than 2 levels between you and the rest of the audience. During the discussion or meeting, try to avoid setting the tone with initial ideas or acting as the production blocker — when an idea is promptly blocked. Remember that it is crucial that the team has ownership and not just buy-in.
Drive based on results
It's disheartening, to say the least, when someone else dictates the fruits of your intellectual labor. Instead of being tethered to another's vision, champion an outcome-driven approach. Let key performance indicators be your compass, and don't shy away from challenging your team with thought-provoking questions. The results might just surprise you!
Use the overall process to create value
A company's process shouldn't be a straitjacket. It should be a catalyst, opening doors for every individual to lend their voice and unique insights. Dive into the existing processes headfirst, advocating for an environment that minimizes the shadows of positional power. And if you feel the process is more of a roadblock than a runway, speak up and be the catalyst for change.
Positional power as an important tool
Positional power gives you the power to make decisions and move your team forward in unison. This is extremely important in a dynamic product development organization, especially under a heavy operational load.
You can (and should) use your positional power in these circumstances:
The decision must be taken in a timely manner, with no consensus among the team;
When a decision includes high risk or is a strategic move that could impact the organization as a whole;
Usually, positional power is very well seen in situations where there is little time for critical operational decision-making or for direction where the team has not arrived at a vision and needs help. Even so, try to follow through with more questions than answers.
What to do next
Start raising awareness within your organization about the unexpected effects of positional power. Identify your misuse and align with your peers on appropriate actions when it happens. Give feedback promptly and work together to ensure a better place to work.
In conclusion, while positional power is an inherent aspect of hierarchical structures in software engineering organizations, its effects on creativity, communication, and diversity can be far-reaching and detrimental. By recognizing and addressing these effects, organizations can strive to create an environment that supports innovation, effective communication, and inclusivity, ultimately leading to improved software development processes and outcomes.