Encyclopedia of Leadership

HOW TO USE THIS LEADERSHIP TOOL

“It is easy to see the building of a network of suppport, either through the appointment and promotion process or

through personal favors, as activities that are somehow illegitimate or inappropriate. Such a view would be incom-

plete at best. The development and exercise of power in organizations is about getting things accomplished. The very

nature of organizations—interdependent, complex systems with many actors and many points of view—means that

taking action is often problematic. Failures in implementation are almost invariably failures to build successful

coalitions. Although networks of allies can obviously be misused, they are nevertheless essential in order to get

things done. And, allies must be put in place through whatever practical means are at hand.”

—Jeffrey Pfeffer, MANAGING WITH POWER

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Consider your current support network. What support is being provided? How might this net-

work be improved? Are you relying on too few people? Are some categories of support missing

or in need of strengthening (e.g., mentors, coaches)? Use the space provided to analyze and

plan ways to expand and strengthen your support network. Consider people both inside and

outside your organization.

SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 295

Challengers

Family and friends

➠Lucy, of Peanutsfame, termed these people “the crabgrass in the lawn of life.” You

may find it strange that these people can be supporters! They will question your

reasoning and force you to carefully examine your ideas and proposals. A natural

reaction is to treat them like enemies and fight back. A better strategy is to meet

with them, ask for their advice, and potentially get them on your side!

➠These people know you in a wide range of settings and roles, and love you despite

your faults. They understand how your approach to life and the decisions you

have made have influenced who you have become.

Type of Support Support Provided

Type of support

Mentors/sponsors

Assistants, staff

Professional service providers,

expert advisors

Formal coach(es)

People who presently (or could

potentially) provide this support

[☛4.9 Professional Expertise]

[☛13.1 Coaching]

Description of

support desired