Power by Jeffrey Pfeffer (2010)

Pulled this one from my shelf because I remembered there was a funny claim about how flattery 100% of the time no exceptions always works. Indeed:

Most people underestimate the effectiveness of flattery and therefore underutilize it. If someone flatters you, you essentially have two ways of reacting. You can think that the person was insincere and trying to butter you up. But believing that causes you to feel negatively about the person whom you perceive as insincere and not even particularly subtle about it. More importantly, thinking that the compliment is just a strategic way of building influence with you also leads to negative self-feelings— what must others think of you to try such a transparent and false method of influence? Alternatively, you can think that the compliments are sincere and that the flatterer is a wonderful judge of people— a perspective that leaves you feeling good about the person for his or her interpersonal perception skill and great about yourself, as the recipient of such a positive judgment delivered by such a credible source. There is simply no question that the desire to believe that flattery is at once sincere and accurate will, in most instances, leave us susceptible to being flattered and, as a consequence, under the influence of the flatterer.

So, don’t underestimate—or underutilize-the strategy of flattery.

University of California-Berkeley professor Jennifer Chatman, in an unpublished study, sought to see if there was some point beyond which flattery became ineffective. She believed that the effectiveness of flattery might have an inverted U-shaped relationship, with flat tery being increasingly effective up to some point but beyond that becoming ineffective as the flatterer became seen as insincere and a “suck up.” As she told me, there might be a point at which flattery became ineffective, but she couldn’t find it in her data.

Amazing. A powerful move:

I have observed similar ploys used to gain power in business meetings. In most companies, the strategy and market dynamics are taken for granted. If someone challenges these assumptions-such as how the company is competing, how it is measuring success, what the strategy is, who the real competitors are now and in the future— this can be a very potent power play. The questions and challenges focus attention on the person bringing the seemingly commonsense…

How to get powerful? There’s a simple plan:

The fundamental principles for building the sort of reputation that will get you a high-power position are straightforward: make a good impression early, carefully delineate the elements of the image you want to create, use the media to help build your visibility and burnish your image, have others sing your praises so you can surmount the self-promotion dilemma, and strategically put out enough negative but not fatally damaging information about yourself that the people who hire and support you fully understand any weaknesses and make the choice anyway. The key to your success is in executing each of these steps well.

A tale of California politics:

In government, Jesse Unruh, a former Democratic political boss and treasurer of Califor-nia, called money the mother’s milk of politics. Former two-term San Francisco mayor Willie Brown, whose 16 years as speaker and virtual ruler of the California Assembly prior to becoming mayor marked him as an extremely effective politician, began his campaign for the legislative leadership post by raising a lot of money. And since he was from a “safe” district, he gave that money to his legislative colleagues to help them win their political contests. Brown understood an important principle: having resources is an important source of power only if you use those resources strategically to help others whose support you need, in the process gaining their favor. In contrast to Brown, the Assembly speaker at the time, Leo McCarthy, irritated his Democratic colleagues to the point of revolt by holding a $500,000 fundraiser in Los Angeles featuring Ted Kennedy and then using 100 percent of the money for his nascent efforts to run for statewide office.’ He was soon out of his job, replaced by Willie Brown.

(Similar schemes are a theme in Caro’s LBJ book, he got lots of money from powerful Texas guys to whom he steered government contracts for projects like dams, then he distributed that money around Congress to his desperate colleagues).

If you want power don’t give up power:

You need to be in a job that fits and doesn’t come with undue political risks, but you also need to do the right things in that job. Most important, you need to claim power and not do things that give yours away. It’s amazing to me that people, in ways little and big, voluntarily give up their power, preemptively surrendering in the competition for status and influence. The process often begins with how you feel about yourself. If you feel powerful, you will act and project power and others will respond accordingly. If you feel power-less, your behavior will be similarly self-confirming.