Issue 140 - 04 | Sharing Power: Why It Requires Deep Personal Change

By Robert J. Anderson & William A. Adams
Published April 13, 2016 11:00 a.m.
“Sharing power always means that someone has to let go of control, and someone has to accept more responsibility. Power is a major variable around which our self-world relationship is formed. Some people maintain a sense of personal safety and worth by having power; others establish their identity by giving their power in exchange for protection and belonging. Our relationship with power is a big part of how we create our sense of identity.

Our approaches to change are far too casual about both asking managers to let go of control and assuming that others will want increased responsibility. When we redistribute power, we ask people to reconstruct themselves—and that requires deep personal change.”

About Robert J. Anderson & William A. Adams | Robert J. Anderson is the Founder, Chairman, and Chief Creative Officer of The Leadership Circle, and co-founder of the Full Circle Group. Anderson created The Leadership Circle Profile (LCP) (the first of its kind) a 360-degree feedback tool integrating behavioral competencies with underlying motivational systems.

William A. Adams is the CEO of the Leadership Circle, and Cofounder and CEO of the Full Circle Group. He has worked with CEOs, senior leaders, and boards of directors as a leadership consultant and trusted advisor for over 30 years. Clients include the CEOs and teams of major Fortune 500 corporations (public and private), non-profits and private equity start-up businesses. He works with executives in the areas of business transformation, leadership effectiveness, performance improvement, strategy alignment and execution.

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