Role Clarity or Power Play?

The following is adapted from Cockfighting by Isabelle Nüssli.

Power is a big underlying issue in business relationships.

After interviewing seventy CEOs and chairpersons from different countries and organizational cultures—public and private, large and small—leaders consistently and repeatedly alluded to power dynamics within their co-leader relationship.

When asked directly about their understanding of power, most said it wasn’t that important to them. The leaders added they didn’t believe in pursuing power for its own sake.

Then it got a little confusing. The same executives also told me:

“I do not like to play number two.”

“I still like to be in charge and have my say.”

“Power is nice—it boosts the ego.”

“I enjoy the glory of being successful.”

Within minutes of answering the first questions, quite a few unconsciously contradicted themselves about the importance of power in their world. It was as if they had a combined fascination for and aversion to it.

Power is a player in the corporate environment whether leaders admit it or not.

Most leaders attributed failed relationships with their counterparts to “politics” or “strong personalities.” When asked to explain, they used phrases such as “power games” and “power vacuum.”

While they were conscious of power as an element in their relationships, it was an unconscious driver of conflict because the leaders were not aware of how these power struggles played into their side of the relationship with their co-leaders.

One significant aspect of power in their relationships was how it prevented the CEO or chairperson from achieving role clarity.

Demanding role clarity is like requesting the proper balance of power so that the other leader doesn’t interfere — the clearer the understanding of roles and the relevant expectations, the better the relationship.

Relationships that lack role clarity are often forced to rely on persistent power games that negatively influence job satisfaction, performance, commitment, and retention—and ultimately lead to a breach of the psychological contract between co-workers.

The Power Play

Rami and Vinish, chairperson and CEO respectively, had a tense relationship. They ran into a conflict beyond just the discussion of roles and handing out organization rules for corporate governance.

They never explicitly discussed their power relative to each other, so they constantly jockeyed for it.

Rami, the chairperson, played the authority card, while Vinish played with the power of withholding information. Rami said he was the boss and needed all of the data. He would keep pushing and exerting his authority over the CEO.

Vinish thought he had only one way to fight back. He knew everything about the business and chose to withhold specific information to exercise his power.

They didn’t correctly discuss their job descriptions or their areas of control relative to one another. Instead, they relied on their understanding of their roles based on their individual experiences and perceptions and handed out rules accordingly.

Both needed to understand better how to handle the potential overlap of roles. Their relationship struggles created a toxic environment that impacted everyone around them and affected the working atmosphere, productivity, and ultimately the company’s performance.

Playing It Smart

On the other side, Vicky and Ian, chairperson and CEO respectively, took the time at the outset of their working relationship to discuss their roles in detail.

Vicky left a past position as CEO of another company due to conflicts with her former chairperson, who always interfered with Vicky’s decisions about daily operations. When she assumed the role of chairperson at Ian’s company, Vicky initiated a discussion with him about expectations for each of their roles, so that they would both be up front and clear about where each figured in the context of the business.

For Vicky, this discussion made her feel confident and secure in her position—the respect Ian showed for her authority engendered reciprocity in their relationship.

For Ian, the discussion felt liberating—with expectations clearly defined, he could focus on the business, the market, and the clients without having to play politics with an important ally.

Both went into their co-leader relationship with incredibly positive energy that filtered down to the company employees and boosted morale, engagement and productivity.

As relationships improve, so do the company’s culture, and performance.

While circumstances vary by organization, it comes down to how human beings function in the relationships, especially where power is an element.

For more advice on power in the workplace, you can find Cockfighting on Amazon.

An international senior executive, Isabelle Nüssli brings insider knowledge to her practice as a leadership and personal coach. As “Chief Energizing Officer” for leverage-your-self.com, Isabelle directs a team of experts in business, behavioral economics, and applied psychology that supports business leaders and startups in navigating changes and capitalizing on their organization’s full potential. Her skills as a relationship builder and team motivator are characterized by inclusivity, inspiring positivity, and a passion for developing strong organizational dynamics at the human level.