Comments on: The power paradox http://www.sethlevine.com/wp/2008/02/the-power-paradox Just another WordPress weblog Thu, 09 Feb 2012 17:52:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: sethlevine http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19023 sethlevine Mon, 17 Mar 2008 08:17:29 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19023 thanks holly. i'm torn on this (as you saw from my comment to dawn). i'm starting to put some stuff on paper and we'll see what comes of it. i should probably just suck it up and do it (if you've looked through this blog you'll know that i don't generally shy away from my opinions). but as you know, this topic can be particularly charged . . . you bring up a pretty interesting point (the expectation that female ceo's might have that other female execs are "on their side"). thanks holly. i'm torn on this (as you saw from my comment to dawn). i'm starting to put some stuff on paper and we'll see what comes of it. i should probably just suck it up and do it (if you've looked through this blog you'll know that i don't generally shy away from my opinions). but as you know, this topic can be particularly charged . . . you bring up a pretty interesting point (the expectation that female ceo's might have that other female execs are “on their side”).

]]> By: Holly Hamann http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19022 Holly Hamann Sun, 16 Mar 2008 08:31:38 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19022 I'd love to see what you would write about the difference between male and female CEOs. I am VP for a tech start-up and I have found that being a female leader at any level requires vigilant social awareness. The waters are tricky and expectations of female leaders by employees sometimes drastically conflict. Female employees often think we're automatically on their side. Male peers are great at treating us like equals but don't like it when we encroach on the fundamental male role (where would that leave them?). In the end, everyone wants the same thing...to be respected and valued. Totally agree that there is less pressure to act male in small companies than large. Love your blog! I'd love to see what you would write about the difference between male and female CEOs. I am VP for a tech start-up and I have found that being a female leader at any level requires vigilant social awareness. The waters are tricky and expectations of female leaders by employees sometimes drastically conflict. Female employees often think we're automatically on their side. Male peers are great at treating us like equals but don't like it when we encroach on the fundamental male role (where would that leave them?). In the end, everyone wants the same thing…to be respected and valued. Totally agree that there is less pressure to act male in small companies than large. Love your blog!

]]> By: Zach http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19019 Zach Mon, 25 Feb 2008 09:48:35 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19019 I think there is a certain merit to both leadership styles. At least in terms of their ability to manifest power. The difference is that to benefit the company, a leadership style in which collaboration is encouraged is almost always best. But personal power can surely be developed through the use of Machiavellian tactics. History has shown this again and again. Of course these guys tend to get hung up in the town square. I think there is a certain merit to both leadership styles. At least in terms of their ability to manifest power. The difference is that to benefit the company, a leadership style in which collaboration is encouraged is almost always best. But personal power can surely be developed through the use of Machiavellian tactics. History has shown this again and again. Of course these guys tend to get hung up in the town square.

]]> By: arinewman http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19018 arinewman Sat, 23 Feb 2008 13:09:04 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19018 there is certainly an art to providing the guiding hand, and not the hammer when leading a company or a team. I agree that in the long-run (in general) leading by empowering the team and building consensus creates a better culture and creates a greater sense of ownership. That said, the leadership still needs to be there. The art is taking in the feedback, opinions and views but still providing the guidance needed to get to the right decision. Easy words, harder to do... <br /> <br /> I've certainly seen it both ways - too much iron-fist and the mgmt. team feels no personal responsibility for the success of the company because they don't "own" the decisions being made. I'e also participated in management teams where the leadership is too passive, and in an effort to delegate power and decision making to the team, the CEO only erodes their own power and stock. there is certainly an art to providing the guiding hand, and not the hammer when leading a company or a team. I agree that in the long-run (in general) leading by empowering the team and building consensus creates a better culture and creates a greater sense of ownership. That said, the leadership still needs to be there. The art is taking in the feedback, opinions and views but still providing the guidance needed to get to the right decision. Easy words, harder to do…

I've certainly seen it both ways – too much iron-fist and the mgmt. team feels no personal responsibility for the success of the company because they don't “own” the decisions being made. I'e also participated in management teams where the leadership is too passive, and in an effort to delegate power and decision making to the team, the CEO only erodes their own power and stock.

]]> By: Rick J http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19017 Rick J Fri, 22 Feb 2008 08:40:13 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19017 What about Steve Jobs? <br /> <br /> The guy has his failures as a leader, but a lot of success as well and last I checked he's not the consensus builder type. There's many types of leaders and different types have strength and weakness. Being a consensus builder is not always good. What about Steve Jobs?

The guy has his failures as a leader, but a lot of success as well and last I checked he's not the consensus builder type. There's many types of leaders and different types have strength and weakness. Being a consensus builder is not always good.

]]> By: sethlevine http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19021 sethlevine Fri, 22 Feb 2008 04:28:27 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19021 its funny you bring this up, dawn. i've been mulling over a post on the differences between male and female ceo's (i've worked with both) but am not sure that i want to jump into that fray. this post really supports the fact that many women's personalities make them naturally good leaders and CEOs . . . and you're right, there's a lot of pressure for them to act "male" to fit into our corporate culture in america (i think this is much more intense in larger companies than at smaller start-ups). thanks for the comment! its funny you bring this up, dawn. i've been mulling over a post on the differences between male and female ceo's (i've worked with both) but am not sure that i want to jump into that fray. this post really supports the fact that many women's personalities make them naturally good leaders and CEOs . . . and you're right, there's a lot of pressure for them to act “male” to fit into our corporate culture in america (i think this is much more intense in larger companies than at smaller start-ups). thanks for the comment!

]]> By: Dawn Douglass http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19016 Dawn Douglass Thu, 21 Feb 2008 23:29:29 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19016 Too bad there aren't more confidently female CEOs...we tend to do these things naturally. <br /> <br /> Many women managers get into trouble thinking that to be successful they must "act male" -- all that "nice girls don't get the corner office" crap that makes them think business is about walking on people and gaining power at the expense of others. Too bad there aren't more confidently female CEOs…we tend to do these things naturally.

Many women managers get into trouble thinking that to be successful they must “act male” — all that “nice girls don't get the corner office” crap that makes them think business is about walking on people and gaining power at the expense of others.

]]> By: sethlevine http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19020 sethlevine Thu, 21 Feb 2008 14:28:16 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19020 nicolas - i definitely think there are important cultural differences to be considered - both in terms of the expectations of other managers and board members, as well as inherent difference in how people grow up learning about management style and expectation. good point - thanks for bringing it up. nicolas – i definitely think there are important cultural differences to be considered – both in terms of the expectations of other managers and board members, as well as inherent difference in how people grow up learning about management style and expectation. good point – thanks for bringing it up.

]]> By: Nicolas Mas http://www.sethlevine.com/wp/2008/02/the-power-paradox/comment-page-1#comment-19015 Nicolas Mas Thu, 21 Feb 2008 13:58:32 +0000 http://new.sethlevine.com/wp/2008/02/the-power-paradox#comment-19015 I was just wondering, while reading your post if cultural aspects have impacts on leaders behavior. For example, i am French and i surely would build my leadership differently than a Chinese guy because we do not have the same cultural background. And we might both be right on our own baseline. But what would happen if we switch? <br /> <br /> Or do you think that a successful leader went necessarily well beyond his culture? I was just wondering, while reading your post if cultural aspects have impacts on leaders behavior. For example, i am French and i surely would build my leadership differently than a Chinese guy because we do not have the same cultural background. And we might both be right on our own baseline. But what would happen if we switch?

Or do you think that a successful leader went necessarily well beyond his culture?

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