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This could be inadvertent or deliberate.When I was responsible for personnel testing throughout the United States Air Force, I worked for the organization that handled assignments and relocations for military members of the Air Force.I had nothing to do with that aspect of the organization.Even so, people sometimes thought I might be able to help them get a position at a different Air Force base.When I visited Air Force bases, I often was treated better than I would have expected.Conversely, some people deliberately create impressions of resources or connections that are not what they seem.Some people give the impression of being able to influence events when they cannot, of having or being able to get information when they cannot, of having access to needed resources when they don’t.Others display pictures of themselves with powerful people just to suggest to others that they have powerful connections, which might or might not be the case.I do not recommend intentionally planting misleading perceptions or implying more than you might be able to deliver.To decode power in the workplace, however, it is important to understand that there are those who do work to create such perceptions.Elgin had a year to complete the project, a team of 24, and a budget of $1.2 million.There was nothing unusual about what was required to get the job done.Many others at the company had led similar projects.The project management steps were laid out clearly in the company’s operations manual.Even so, Elgin pondered how to proceed, this being his first time as project chief.He checked and rechecked his work.All he needed was the company’s approval to try a different approach.There was risk involved but the payoffs could be significant.Elgin made his case first to his boss and then to officials higher up in the company.Although the bosses were hesitant, they agreed to let Elgin give it a try.Elgin was asked to rewrite the steps in the operations manual, and his approach became the standard operating procedure for these projects in the company.Elgin went beyond the normal requirements of his job.In some companies taking a risk and failing is the kiss of death. In other companies it is considered part of learning.Regardless, Elgin took a chance.This was both relevant to the company and visible to management.In Men and Women of the Corporation, Rosabeth Moss Kanter discussed building power through organizational activities.1 Engaging in activities that are extraordinary, relevant, or visible can enhance power.Engaging in activities that have two of these characteristics is even better.Activities with all three of these characteristics are best, as shown in the story of Elgin.People develop power through activities that are perceived to be extraordinary, relevant, and visible.Fayol began his career as a mining engineer working in a coal mine.The first week on the job a fire broke out in the mine, which happened occasionally in those days.2 The mining company had to put out the fires and then work to get the mines started up again.This took time, and reduced productivity.Fayol took it upon himself to study the problem of mine fires.He tackled the problem and over time he found a way to put out fires faster and get the mines back up and running more quickly.His efforts did not go unnoticed, and eventually led him to the top leadership position in the company.This story about Fayol demonstrates how to build power through activities.His effort to solve the problem was extraordinary, and was not in his job description.He succeeded in finding a better solution to the problem.Fayol was an employee who added value.I can imagine some superintendent of mines wondering why Mine 17 was up and running so quickly after a fire.Management would take an interest in this young mining engineer, Henri Fayol.He said that a particular task force on curriculum issues would be doing what, in his opinion, was the most important work of the year.He added that anyone interested in being on the task force should let him know.I had to do more than just teach and research, I also had to engage in service.Here was a highly visible task force whose work was very relevant to the core mission of the university.The work was challenging and tiring but rewarding, especially in meeting and developing lasting friendships with other members of the task force.Kanter’s advice was not an afterthought.It was the grounding that informed my decision to volunteer.It was a good decision.Think about your job.You only have so much energy you can give.Where do you put that energy?It’s easy to spend our days fighting alligators and to lose track of the fact that our problems could be solved by draining the swamp.What problems or opportunities in your workplace need tackling?You might not be able to handle them tomorrow, but having a mindset that acknowledges that they exist and are workable might lead to action.Even in your daily activities there can be choices.But some increase our visibility in the organization, and bring us into contact with others whom we might not meet otherwise.Whatever your position, you will engage in different activities.Make your choices count.Power is strengthened by strong relationships with people above you, your peers, and people in lower positions.Kanter wrote about building power through our alliances with sponsors, peers, and subordinates.3 All of our relationships with others are power relationships to various degrees.Potentially our power can grow as a result of strong, positive relationships upward, laterally, or down.Some people network well with those above them in the organizations.Others have great peer relationships.Still others are liked or respected by their subordinates.Some people have great relationships at all levels.Strong relationships in all directions build the most power.Alicia was appreciative of Doreen’s interest and worked hard to keep that trust.Alicia was on a business trip to Los Angeles when her boss called.While you are on the coast, we need you to fly up to San Francisco and meet with Jacque Arrows on the Cyldebergen deal.We have to educate him on all that’s happened and find out where he stands.He could sink the whole project.See what you can do.This will be a tough one, Alicia thought.Arrows was a recluse, but a powerful and influential recluse.Alicia called her boss.Do what you have to do. Lou ended the call.Alicia thought for a moment and then called Doreen Albans.Alicia explained the situation.I’ll call you back within the hour, said Albans, and she did.Arrows at his residence at 2 p.m.Doreen Albans was Alicia’s sponsor or mentor.As do many top executives, Doreen always kept an eye out for talent.She had identified Alicia as having high potential, someone to groom for bigger and better positions at the company.Some companies have formal sponsor or mentoring programs to assist with organizational socialization, learning the ropes, and occasionally career guidance.Such sponsors also can cut through red tape or find shortcuts or needed resources.When Alicia was meeting with Arrows, Alicia was representing Albans.You benefit from the relationship at the discretion of the sponsor.So how do you acquire a sponsor?Be outstanding in your job and engage in those activities that are visible, relevant, and extraordinary.Even so, there are no guarantees.In some cases a sponsor could take an interest in you because of some perceived similarity, such as being graduates of the same college or having a shared interest.The best executives will be on the lookout for talent.Earn their attention by your performance.Seth was the golden boy. One of ten analysts, he often was away from the office on company business resolving client problems.When he was in the office, he spent much of his time in discussions with senior management.One day, after Seth returned from a meeting, an administrative assistant dropped by his desk.The meeting was in ten minutes.If not for the assistant, Seth would have missed the meeting.Seth was puzzled by what had happened, but then he recalled the reports and documents that he couldn’t locate.He was being sabotaged by his peers.The truth was that Seth didn’t know his peers.He didn’t chat with them much during the workday and he never socialized with them after hours.When he had first taken this job a year ago, several had invited him to join them at a local watering hole after work but he had declined.His coworkers didn’t know him, either.Like Seth, I learned the importance of good peer relations the hard way.I recall a time as a young Air Force officer when I was totally involved in my work and did not work at building relationships with my peers.Instead of joining them at the Officers’ Club on Friday night, I worked late.I really thought I could do it on my own, that I didn’t need them.But I was wrong, very wrong.No one works alone in our organizations.I had the good sense to recognize my mistake and I worked hard to turn things around.I did but it was difficult and took time.Don’t be too busy for your peers.They can make you or break you.The workplace is full of dependencies.We need each other for information, for help.We build peer relations through interactions that enable us to find common interests.Peers often build power with each other by doing each other favors.Building relationships with subordinates and direct reports is equally important.Sometimes, however, it might just happen by doing the right thing.Major Reynolds would miss the Chief.Chief Barnes had been his right hand through good and bad.Barnes had risen to the top enlisted rank in the Air Force, Chief Master Sergeant, but he had never lost his humility.Now he was retiring.How can I tell the Chief how much he has meant to me? Reynolds wondered.Especially someone like the Chief who likes neither recognition nor acclaim, although highly deserving of both. It occurred to Reynolds that actions speak louder than words.It was late on a Friday afternoon, the end of a long workweek.Chief, how about joining me for a drink over at Ted’s Place? asked Major Reynolds.Reynolds knew that Barnes frequented Ted’s Place nearly every Friday after work.Major Reynolds had invited them all to a surprise party for the Chief.The bar and buffet for all were courtesy of Major Reynolds, who footed the bill out of his own pocket.Before the night was over, he took a moment to say to the Chief, I just wanted you to know how much I appreciate all that you have done.It was a good party and a special evening.The rest was unexpected.The next Monday, Sergeant Waylon came into see Major Reynolds.Sir, I just want you to know that all of the enlisted were impressed with what you did for the Chief last week.We just don’t expect that from officers anymore.The word of what Major Reynolds had done for the Chief spread rapidly among the enlisted both in and out of the organization.Major Reynolds had good relations with subordinates in the past but after what he did for the Chief, they were absolutely superb.Never underestimate those who work for you and their peers.If you are a manager or supervisor, you know your success depends on them.Even if you are not a manager, your effectiveness can be affected very strongly by your relationships with others.People differ greatly in their abilities to use power appropriately and effectively.It is not enough to build power, you also must know how and when to use it.There are people who are very effective at using power and there are those who do not have a clue.John Kotter found that managers who were most effective at using power had some characteristics in common.5 His findings underscore principles in using power, regardless of whether you are a manager.