It’s Okay to Want Power and Influence

While there have been improvements, true diversity in organizational leadership still has a long way to go.

Given this context, it’s not only okay but essential for early- to mid-career professionals, especially those from non-dominant identities, to cultivate their power and influence. By doing so, they prepare themselves to lead the increasingly diverse and interconnected workforce of the future.

Let’s examine some common misconceptions about the desire for power and influence and explain why developing effective leadership skills is not only appropriate but also beneficial and necessary.

Defining Neutral Power Power is defined as the ability to control people and events. Many people view the desire for power and influence as inherently negative or self-serving. On the contrary, seeking personal empowerment in various aspects of life is a universal human trait.

Consider the last time you went to the gym, invested money, or spoke your truth. These are everyday examples of exerting personal power.

Descriptions like “power-hungry” and “drunk with power” suggest that power is inherently negative or even evil. While it can be when abused, the concept of personal power itself is neither good nor bad. It is a universal dynamic always at play. Recognizing this, it becomes clear that access to power should be a human right rather than a privilege reserved for elite groups.

The idea that power and influence are “bad” undermines what it means to be a great leader. Effective leaders must possess a healthy amount of influence with their teams. This means having the power and influence necessary to create buy-in for an organization’s vision, motivate others to help achieve it, and continuously drive progress.

Distribution of Power People with dominant identities (primarily white men) have historically dominated the corporate landscape in America. Because white men were long viewed as the dominant identity group, they were often offered resources, opportunities, and positions of influence.

This has made it more challenging for non-dominant identity groups to gain their share of influence in the workforce.

The traditional corporate playbook for gaining power and influence (and climbing the ladder) was written ages ago with only one group in mind. These traditional “rules” and tactics don’t consider the role of identity in the workplace. When utilized by non-dominant identities, they can lead to different and sometimes negative outcomes.

This is why I authored a book on the “cheat codes” for professionals navigating the corporate world. Drawing from my experience as a DEI professional and a Black woman, I translated the outdated playbook into practical advice that could benefit underrepresented groups rather than impede their progress. These tools help level the playing field and pave the way for a future led by all, not just select groups.

Inclusive Influence The immense value of diverse leadership cannot be overstated. In a 21st-century corporate environment that claims to prioritize diversity and inclusion, non-dominant groups should have opportunities at all levels of leadership.

Prioritizing inclusivity at the leadership level harnesses the often untapped potential of underrepresented groups’ unique experiences. Diverse leadership fosters innovative solutions and a deeper understanding of varied markets and communities.

Without proportionate representation, leadership decisions can be based on incomplete data or biased perspectives. 

A varied and empowered leadership team promotes accountability and effective communication between diverse groups. Developing competence in cross-cultural communication can help us gain new perspectives, become more mindful of our communication, and intervene in negative cycles.

By aspiring to positions of power and influence, we can help shape organizational cultures that value and leverage diversity as a strength rather than a checkbox. Developing your power and influence will prepare you to seize opportunities where your unique skills, experiences, and perspectives can be valued.