POWER BALANCE

INSTRUCTIONS:

Mapping Power Structure

Plot each power structure on the line below, evaluating the extent to which you feel the structure is being wielded ineffectively (e.g., there is an underuse of the power structure or level of ineptitude, creating negative outcomes), effectively (e.g., there is a healthy and balanced use of the power structure, creating positive and effective outcomes), or excessively (e.g., there is an overuse or overreliance on the power structure, creating negative outcomes).

LEADERSHIP

Board of Directors/Shareholders

CEO

Executive Leadership Managers

FUNCTIONS

HR/Performance Management

Legal

Culture and Traditions

Communications/Social

PROGRAMS/OUTCOMES

Financial/Bottom Line Focus

Policies and Procedures

Health and Safety Initiatives

DEI Programs

PEOPLE

External influencers (customers, donors, fans, followers, public opinion, etc.)

Internal influencers (groups, long-term employees, employee resource groups, unions, etc.)

REFLECTION:

1. Which power structures would you diagnose as being in the “effective-use” zone. What makes them operate in a balanced, effective, and healthy state, one that improves outcomes and enhances belonging?

2. How might you leverage the structures in the middle—the ones you’ve diagnosed as healthy and effective—to pull on the structures that are being ineffectively used or excessively relied upon?

3. What power do you have in your organization? Which structures can you exert influence on in a positive way? How can you raise awareness about existing power imbalances (e.g., ineffective use, excessive use)? Which power structure(s) raise the greatest concerns in your organization?

4. What are the first three steps you could take to pave the way for positive change? Who is your first point of contact? What additional resources or support do you need? How will you make your case?