The more influential you become, the more at risk you will be. For all sorts of reasons, the likelihood that you will end up in trouble rises along with your influence. As you grow in influence, you also need to raise your awareness of the risks. This will help you to minimise their impact, and also, prepare you for swift action if things get tricky.
Here’s the dilemma: As you become more influential, where will you draw the line? At what point will you say it is wrong to influence, even though you know you can? What ends justify what means?
Tough questions to try to answer, yet vital to be able to answer instantly in high-pressure situations, especially if you are someone of integrity. If you get it wrong, you risk waking up one morning with that awful feeling that you’ve done something you wish you hadn’t?
Don’t dismiss this too quickly with the thought that you’re okay because of your strong moral compass. When things are going well — and everyone is excited — it is all too easy to get carried along with the flow. Once a group gets moving, all manner of pressures begin to build that make it difficult to stop.
Another reason you need to be wary is— are you really sure what is right and wrong? How does this compare with others judgment, especially in different parts of the world? What is reprehensible in the US may be standard practice in the Middle East and vice-versa. In a complex web of cultural differences, how can you get it right?
All this was prominent in my mind last year when I was writing a key chapter in my new book, Influential Leadership. What I wanted to do was alert leaders to the inherent risks that come with high levels of influence, and then provide them with a practical way to protect themselves from the risks.
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While I was writing this chapter, it occurred to me that the nature and consequences of these risks are increasing. For instance, organisational behaviour is becoming increasingly visible. The probability that bad decisions will fall into the public domain is rising rapidly. And the public are becoming more aware and less tolerant, in all parts of the world — and perhaps rightly so. But are they right?
Trial by Social Media is beginning to exert more influence on organisational behaviour. You don’t have to do anything wrong to end up in that court, and getting out of it can be decidedly tricky. If the full enormity of the risks were known, my guess is that it would exert even more influence. The need to make good decisions is vital to career survival. The word catastrophe was used in the title of this article for good reason.
In my view, leaders with high integrity need to think these things through fast, and keep pace with the way the world is changing. Chapter 6 of Influential Leadership explores these and many more risks. All of them need to be understood by ambitious leaders so that they can continue to become more influential while avoiding or minimising the risks. You don’t need to wait until you are caught. Following the suggestions in this chapter will make a difference, and hopefully, make sure you avoid a career catastrophe.
The Gautrey Influence Blog
Ever felt overlooked, unheard, or stuck in office politics? You’re not alone. The Gautrey Influence Blog breaks down the real-world strategies behind leadership, influence, and power—giving you the tools to be heard, respected, and successful. Join 35,000+ professionals getting ahead the smart way—subscribe now..
💡 Benchmark your Influence: Take the Master of Influence Assessment (Free for Subscribers!)
👉 [Subscribe & Take the Assessment]