During the past five years, many of the people who have participated in the EMS Leadership Academy hosted by my colleagues and me have spoken about the difficulty they have in effecting change. They talk about how tough it is to change boards, bosses, organizational culture, bylaws, problem employees, community apathy and the ever-inadequate funding system. In the process, we’ve discovered an underlying issue of power—or, perhaps more accurately, powerlessness. Interestingly, when we begin to talk about the pursuit of power, people become uneasy.
Leadership scholar Rosabeth Kanter describes power as “America’s last dirty word.” She writes, “It is easier to talk about money—and much easier to talk about sex—than it is to talk about power. People who have it deny it; people who want it do not want to appear to hunger for it; and people who engage in its machinations do so secretly.”
Power is often associated with dominance, control and oppression; the powerful are often portrayed as tyrants, egotists and bullies. The pursuit and use of power is often viewed as “playing politics,” yet we also idealistically believe that the best leaders make change happen solely through effort and ability, not by an exercise of power.
When EMS people are asked to list the desirable characteristics of admired leaders, “powerful” is never mentioned. Power may be viewed as antithetical to EMS—a calling and industry of helpers, rescuers and compassionate fixers. I wonder if this negative view of power could be why the industry continues to self-identify as a redheaded stepchild and exhibit an abundance of powerlessness?
Yet power is neither positive nor negative. In the physical world, electricity (a power source) can cause great harm, as in a lightning strike, but that does not keep us from using electricity for good. In the social world, power has been defined as the possibility to influence others. Power is the ability to mobilize resources (both material and human) to get things done. Think of it as clout: Power is needed to obtain resources, change direction, deal with challenges and open doors. This clout is exercised through the capacity to influence, convince and persuade. It often uses knowledge, information, charisma, stories, relationships and position to get things done.
Like electricity, the use of social power can best be seen in the results. When power is used inappropriately, there is fear and tyranny. When it is used appropriately and for the common good, there is accomplishment. When things are getting done, the power is on.
Consider powerlessness. How does that feel? And even more, does the resulting victimhood of being powerless eventually gain the sympathies of the powerful and get us what we need? EMS history would suggest not. In our personal lives, our organizations and our larger industry, we may benefit from some reflection on power.
A good place to start is simply to ask some personal questions about power. When it comes to making an impact on the things you care about most, are you powerful? What is your experience with powerlessness? Would others view you as powerful? What are the sources of your power? How could you expand your power? These questions may be uncomfortable, but the development of power begins with our thinking.
Finally, real power does not reside in position and title. Rather, it is the result of a careful cultivation of influence, respect, relationships, knowledge and the ability to tell compelling stories and get cooperation from others. What might change in our organizations and industry if we developed more power?
John Becknell is the founding publisher of Best Practices. He is a consultant and partner at SafeTech Solutions.
