Example Personal Power Diagnostic Report

 

Below you will see an example report generated by the Power Diagnostic. It describes this individual's own perception of their personal power hierarchy. Further detail is provided on each of the power sources. In this way, the individual is able to understand how this matches to their own behaviour, style and ethics. Behind each report is more information on each power source. To illustrate the sort of information you will get, we have reproduced below the additional insight and ideas available for Network Power. The whole purpose of this diagnostic is to get people thinking about personal power, and then finding ways to become appropriately more powerful. In this report, we can see that Debbie... Tends to favour Interpersonal, Technical and to a lesser extent, Networking power sources to influence her colleagues. She is less focused on Force, Resource and Status. Opportunities for development could be available in the middle ranking power sources of Image, Impact and Physical. It would also be worth perhaps making more of her Networking skills. It is important to ensure the Debbie spreads her power sources and also that they are relevant and useful in the group where she wishes to be successful.

Personal Power Diagnostic: Debbie Jones This report is intended to provide you with an insight into where your personal power comes from and how you can become appropriately more powerful and influential in your work. It delivers a hierarchy of power, ranking the sources which you use most frequently It also helps you to recognise the sources which you undervalue or ignore, suggesting new sources of power you can consider developing. It is important that any decision to develop a new source of power must be made in line with your own personal values and within the context of the organisation you work in. It should go without saying that using a power source that does not align with these two criteria will be unlikely to work and will increase your stress. Power Source Hierarchy Below you will see that power sources, ranked with the one you use most often at the top.   Source Score Description   Interpersonal 9 The extent to which you have developed and use interpersonal ...   Technical 8 The extent to which you get your personal power from your ...   Network 6 The extent to which you get your personal power from your network of contacts, associates and friends.   Intrapersonal 5 The extent to which you get your power internally, from ...   Impact 5 The extent to which you gain your personal power from your ability ...   Image 4 The extent to which you get your power from your image, personal brand ...   Physical 3 The extent to which your personal power comes from your physical ...   Status 1 The extent to which you get your power from your role and ...   Resource 1 The extent to which you get your personal power from the budget, people ...   Force 0 The extent to which your personal power comes from the assertive ...   Total 42 Power Awareness = 84%

Network Power - example information.

The extent to which you get your personal power from your network of contacts, associates and friends.

Strengths: People with high scores for Network Power are aware that the people they know are a strong basis for personal power and as a result make time for working with a wide variety of people, may well be good at networking and will know the value of personal contacts and relationships. They may have the additional power of being able to make connections and introductions which are of great value to other people.

Limitations: If Network Power is over-developed or over-relied upon, high scorers may appear to be overly social and therefore too focused on the world of people and not paying sufficient attention to doing the work. There is also the possibility that relationships may be perceived as lacking depth. They may even be considered a distraction or overbearing, and should they have adversaries, then it may be used against them to undermine their power.

Someone who models Network Power will …

• know a lot of people around the organisation.
• appear confident and comfortable in social settings.
• be able to "work the room."
• ask sincere questions about others' outside interests.
• make contacts and connections for other people.
• use their network to gain political intelligence.
• attend work-based social events frequently.
• make others feel special.
• enjoy getting to know new contacts.
• have lots of topics on which to "small talk."

Development Ideas …

• Attend a networking course.
• Look for interesting groups or networks to join.
• Focus on going to meetings to build your network, as well as to do good business.
• Actively "recruit" influential people into your network.
• Value and pay attention to the social activities in the workplace.
• Sign up for the company conference and use the breaks for networking with new people.
• Ensure that you have contacts in all the organisational departments. Be systematic about this if you need to.
• Acquire contacts at as many organisational levels as possible, aim high up the hierarchy as you can.
• Actively acquire one new contact each day. Have your business cards at hand.
• Challenge any negative assumptions you may hold about networking.
• Consider online networking opportunities, but remember the power is in the face-to-face contact.
• If you can't network with a key person directly, connect in with the people who can.
• Get a managing contacts process that works for you.
• Online networking forums are fine, but the most important aspect is to get out there!

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Published 02-Feb-2012. Viewed by 9 (9 in last 3 months)