I just read a great article by Elizabeth Haas Edersheim — “A tribute to Peter F. Drucker” — on the website of Peter Drucker Society of Austria. What caught my attention in the Edersheim piece was a quote from Jim Collins, author of Good to Great: “Influence and power are two dimensions by which to consider leadership,” he says. “Zero power and large influence are a fundamental measure of a great leader, whereas power alone only creates management authority, not leadership.”

What differentiates communications in a power-based authority from one based on influence? Influencers listen first and talk later to understand and analyze problems. They have a compelling way of defining the causes of problems and grievances by making them easily understood and digestible. This allows them to start a genuine dialogue rather than advocate their own, self-centered ideas. Influencers’ ideas are defined by opportunities rather than failures, but they don’t ignore or underestimate challenges. Influencers connect in a positive way that “leaders” who rely on power of their position in an enterprise or society can never replicate. Of course, to be true leaders, influencers must also have other attributes that enable them to put their ideas into action, including deep knowledge, self-discipline, perseverance and organizational skills.

Influencers tend to be wise rather than smart. They have a high degree of functional literacy. Have you noticed that functionally illiterate people in the workplace always produce dysfunctional ideas and results? How many times have you seen “change agents” self-destruct because their ideas of change were based on ignorance of real problems? The corporate landscape is littered with people who chose to rely on power rather than influence. Power comes and goes, but influence endures and makes great leaders.

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