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Dr. Pfeffer has written the ultimate book on power that avoids the traps of conventional theories on leadership . . . Beautifully written and full of poignant stories and examples, 7 Rules of Power is my recommended read for anyone looking to radically change the trajectory of their life for good.” Breaking the rules meant fundamentally taking the initiative—not waiting to obtain permission or, for that matter, even asking for anyone’s approval, but just creating things—in this case, an event. By so doing, Troitino put herself in a central network position and built a brand as someone who gets stuff done. Making a presentation using the 7 by 7 rule is as easy as the name sounds. There is no specific option or a flip-switch that will help you create your presentation using the 7 by 7 rule in PowerPoint.
It is all about structuring the presentation according to the rule. Use the rule to structure the content on the slides in a clean a clutterless fashion. Use each line as a bullet point and the words per line should be mini statements instead of sentences.The 7 by 7 rule, if followed and implemented in an already good presentation, is designed to not only assist you but also assist your audience. It is a great way to grab and hold their attention. Different Variations of the 7 by 7 Rule There are a number of sources of power. One obvious—or maybe not-so-obvious—source of power is control over resources. Do you have budget control? Do you control real-estate assets? Do you control a physical plant? Resources are very important. Because most people follow the rules most of the time, people who don’t can and often do catch their interaction partners off guard. This element of surprise can work to the perpetrator’s advantage, because others do not have time to prepare for the interaction and decide how they want to respond. I would define power as the ability to get things done your way in contested situations. Different people and different functions will have different perspectives, different information, and different points of view. Almost every decision is going to be somewhat contested, so power is the ability to get your way in contested situations.
Chau not only used her podcast to connect with and become associated with prominent others, she also blogged regularly about topics that portrayed her as a thoughtful investor in the consumer space. She wrote a chapter for a book, a long-form thesis on social media. She commented that she was the only person to help get speaking gigs for the author’s book tour. She notes that the writing made it possible for her to come across as someone founders should talk to, “instead of ‘Hey, I’m this random woman, Laura, at some random venture fund, and you should talk to me about your next round of fundraising.’” If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular-with life-changing results often achieved in 8 or 10 weeks. A common mistake we make is to make the slide look too text-heavy, and we sound too verbose when we are trying to explain something. This is especially true when we are passionate about something. Being passionate about something is great but being too verbose is a sure-fire way to lose your audience in the clutter of words. Caro commented on the lesson Moses had learned: “Once you did something physically, it was very hard for even a judge to undo it.” In fact, once anything is done, it is harder to undo—and that includes instituting awards, events, and ceremonies. Do something first, and sort out the consequences later—even if this breaks some rules.
Get out of your own way. Pfeffer makes the case for getting over any hang-ups about self-promotion and leaning into confidence and overconfidence. “Be willing to do whatever it takes—don’t run away from power,” he writes. (p. 25) He’s impatient with accommodating shy or introverted students, telling them it’s for their own good that they’re forced to overcome any inhibitions about speaking publicly. Pfeffer sees downsides to leaders sharing their vulnerabilities with colleagues, citing research that suggests it leads to lower influence. And he notes that researchers have found that being agreeable results in worse career outcomes and disagreeable people are just as successful in attaining power. If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks. So, for instance, if you are giving a presentation about the fastest car on the earth and you want to talk about the speed of the car on a particular slide – Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. Leaders should be authentic and show vulnerability to build the trust that is the hallmark of effective teams. That’s current conventional wisdom, underscored by the heightened need during the pandemic for managers to create connections with workers and motivate them with purpose.
Certain emotional displays convey strength; others do not. Therefore, it is important to convey powerful emotions and avoid expressing those that signal lower status. In this regard, many people find it counterintuitive that anger is a powerful emotion and that displaying it is often a smart power move—even when, or possibly particularly when, someone has made a mistake or has been uncovered in some malfeasance. By contrast, expressing sadness or remorse and apologizing conveys much less power—and therefore should be avoided under conditions when appearing powerful and competent is important, which is more frequently than most people think. Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both. What’s the best way to move forward in increasing your own power? Among other things, Pfeffer advises: This ambivalence about seeking power arises partly from the worries people have about acquiring power and what it might take to do so. For instance, people worry about the process of obtaining power. What if their actions offend people? What if they stress the bounds of propriety and push the envelope of social norms? Instead of stating that the car is fast, and it goes at 305 mph, you could write the text a bit differently as follows –
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I want you to think of how much effort you are putting into your presentations. Imagine all that work only for your audience to lose interest within the first few minutes. This happens more than most people think. Try to structure each line with small bullet points instead of long drawn-out sentences. This will help your presentation be more factual and less boring. Appear powerful. Pfeffer makes the case that displaying anger and not apologizing are effective tools for building power. And when it comes to speaking, he advises avoiding using notes when you speak and using simple words, strong declarations, and repeating themes. “Master how to appear confident, attractive, and powerful,” he says, in summary. (p. 84) Mastering imposter syndrome, and describing yourself in positive rather than self-deprecating ways, is critical for achieving power and success. If you do not think of yourself as powerful, competent, and deserving, it is likely that, in subtle and possibly not-so-subtle ways, you will communicate this self-assessment to others. Others are not likely to think more favorably of you than you do of yourself. Colleagues expect that you will, at least to some extent, self-advocate and self-promote—and if you don’t, that behavior will be held against you.
If you want to “change lives, change organizations, change the world,” the Stanford business school’s motto, you need power. Women need to be twice as good to get half the credit. Fortunately many women are four times as good.” —Alison Davis-Blake, former president of Bentley University (p. 17) Sometimes it is hard to stay on topic throughout an entire presentation. It becomes even harder if your presentation is full of non-important words. Replacing people, then, has two positive effects on your power. First, it staffs the organization with people who have aligned perspectives and the competence to execute effectively, and that increased performance will help cement your power. And second, it provides you with allies in situations that are often challenging and politically fraught.SOUTH CAROLINA SENATOR LINDSEY GRAHAM ONCE called ex-president Donald Trump, before he took office, “a race-baiting, xenophobic bigot.” Graham was one of many Republicans who vigorously criticized Trump during the 2016 campaign as he “called the future president a ‘kook,’ ‘crazy’ and ‘unfit for office,’ among other things.” Yet in 2019, when Mark Leibovich wrote a profile on Graham for the New York Times Sunday Magazine, he asked Graham, who by that time had become one of Trump’s most vehement, vocal, and loyal supporters, to explain the change. Graham’s response has much to say about how achieving a position of power changes things, including someone’s relationships with other people: People overemphasize objective job performance and spend too little time cultivating the social relationships that will both help them do their job better and help other people see that they’ve done their job better. I think people—most people, but not all people—underinvest in the time they spend on networking. That’s number one. Melvin Lerner, the social psychologist, years ago wrote about the just-world effect, or the just-world hypothesis, where people want to believe that the world is just and fair, which gives them a sense of control. Unfortunately, the world is not just and fair, and we know that.
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