Power
Why Some People Have It—and Others Don’t
by Jeffrey Pfeffer
“Pfeffer dispels illusions about meritocracy and shows you how power really works in organizations.”
Imagine you’ve landed your dream job. You’ve worked tirelessly, showcasing your talent and going above and beyond whenever possible. Yet, promotions come and go, and somehow you’re never the one stepping into that new leadership role. If this scenario resonates with you, you’re not alone. According to Jeffrey Pfeffer in his provocative book, Power: Why Some People Have It—and Others Don’t, the secret to career advancement may not lie solely in hard work and competence. Instead, it might hinge on understanding how influence is wielded in the real world. Pfeffer, a professor at Stanford University’s Graduate School of Business, argues that power isn’t a dirty word—nor is it an elusive, magical trait. Rather, it’s a skill you can learn, hone, and apply to navigate organizational politics more successfully.
Dispelling the Myth of Meritocracy
One of Pfeffer’s primary assertions is that merit alone doesn’t guarantee professional success. From a young age, many of us internalize the idea that working hard and playing by the rules will naturally be rewarded. In truth, the working world often values perception over substance and visibility over quiet competence. Pfeffer’s goal isn’t to paint an unfair or cynical picture, but to show that everyone, from entry-level employees to seasoned executives, needs to understand how power shapes outcomes.
For instance, Pfeffer recounts examples of high-performing individuals who remain stuck at mid-level roles, while others with weaker performance ascend to influential positions. The missing link? Power-based strategies. By ignoring the mechanics of influence—like building relationships with key stakeholders or making sure you’re recognized for your achievements—you risk being overlooked, no matter how capable you are.
Why Understanding Power Matters
While the notion of wielding power can feel uncomfortable, Pfeffer emphasizes that everyone stands to benefit from it. Power isn’t just for the Machiavellian “corporate sharks”; it’s also a tool for positive change. When you have influence, you can shape company policies, champion causes that matter to you, and protect your team’s well-being. Simply put, power is an accelerant. In the right hands, it can propel not only individual careers but also more inclusive and innovative organizational cultures.
On the flip side, a lack of power can leave you trapped, unable to advocate for necessary resources or push through ideas that would enhance your organization’s performance. This broader perspective reframes the concept: instead of eyeing power as a ruthless end, you begin to see it as a critical resource for carrying out meaningful work.
Key Themes from the Book
Visibility is Vital
Pfeffer argues that it’s not enough to do good work behind the scenes. While conscientiousness is commendable, under-the-radar diligence rarely garners promotions or leadership opportunities. If colleagues—and more importantly, decision-makers—don’t know about your contributions, you might as well not have made them.
This doesn’t mean incessant self-promotion, but rather strategic visibility. Offer to speak at company meetings, volunteer for cross-departmental projects, or write articles for your company’s internal newsletter. Each opportunity allows you to demonstrate expertise and leadership potential. Over time, this pattern of visibility can shift the tide in your favor when higher-level roles open up.
Relationships Trump Lone-Wolf Performance
Pfeffer dismantles the romantic idea of the “lone genius.” Even if you’re an exceptional performer, you need others—managers, peers, mentors—to champion your case. Building a robust network isn’t about superficial schmoozing; it’s about forging meaningful alliances and establishing trust.
One cautionary tale he shares is of employees who focus obsessively on tasks, only to discover that less diligent (but more socially adept) colleagues outmaneuver them. Relationships act like currency in organizations, which can be especially critical in times of crisis or change. Those with strong networks tend to gain insider information early, garner support readily, and bounce back from setbacks more quickly.
Strategic Consistency
Pfeffer also underscores the importance of consistency in how you present yourself. People in power rarely come off as wishy-washy or indecisive, because being perceived as dependable fosters trust and followership. If you constantly shift your stances or values, colleagues can become confused—eroding your credibility and making it less likely you’ll be put in a position of leadership.
This doesn’t mean rigidly clinging to outdated ideas or refusing to adapt. Rather, it’s about aligning your actions with your stated principles over the long term. When that alignment is clear, people know what to expect from you, and that predictability increases your influence within the organization.
Playing the Long Game
In any career, short-term moves can provide short-lived wins. Pfeffer recommends focusing on the bigger picture: what is the arc of your career, and how do today’s decisions position you for tomorrow’s ambitions? This often involves compromise. For instance, you might take a lateral move to a different department if it connects you to influential leaders, eventually opening doors for bigger roles down the road.
This long-game mindset also means understanding when to make strategic alliances, even if you don’t necessarily adore every aspect of the person you’re teaming up with. As Pfeffer puts it, alliances are often built out of necessity, not personal affinity. If you share a common goal, it might be worth putting aside minor differences for the sake of a larger win.
Accepting Organizational Reality
A pivotal part of Pfeffer’s book is the argument that many professionals waste time and emotional energy protesting the unfairness of organizational politics. While we might wish workplaces were pure meritocracies, the reality is that politics is woven into the fabric of virtually every human institution. Pfeffer’s prescription? Embrace it and learn the rules.
This doesn’t equate to manipulating people or acting unethically. On the contrary, it means recognizing that relationships, perceptions, and alliances are integral to how decisions get made. By accepting this, you equip yourself with the mental framework to navigate these dynamics effectively, rather than fighting a losing battle against them.
Actionable Takeaways
Get Noticed Without Being Obnoxious
If self-promotion makes you cringe, start small. Forward an email to your boss highlighting a milestone you achieved or share a brief success story at a team meeting. Gradually build comfort around letting others see the impact you’re making.
Strengthen Alliances Deliberately
Identify individuals who influence decisions in your department. Invite them for an informal coffee chat or volunteer to help on their projects. Show genuine curiosity about their challenges and be ready to lend a hand. Over time, you’ll become an ally they value.
Develop a Personal Brand
Be mindful of how you show up—both in person and online. Do you consistently demonstrate expertise in a particular area? Do your colleagues know what your career goals are? Your personal brand is the perception others have of you; shaping it intentionally can dramatically affect your power within an organization.
Adopt a Balanced Ethical Approach
Pfeffer stresses that power by itself is neutral; it’s all about how you use it. Engaging in manipulative tactics may yield short-term gains but can inflict long-term reputational damage. Conversely, applying power ethically—such as advocating for fair treatment or championing inclusivity—can elevate not only your status but also the morale and culture of your team.
Manage Up
Don’t overlook the importance of building rapport with those above you. Demonstrate respect for their time, offer solutions instead of problems, and understand their priorities. Effective “managing up” can position you as a reliable ally and someone worthy of mentorship and future leadership opportunities.
Who Should Read Power?
Aspiring Leaders: If you’re looking to climb the corporate ladder, this book outlines the hidden rules and mechanics you need to master.
Seasoned Managers: Even if you’ve led teams for years, Pfeffer’s insights can help refine your approach to influence, especially as your responsibilities grow.
Entrepreneurs: Startups might appear less hierarchical, but power still matters for courting investors, building teams, and forging strategic partnerships.
Anyone Feeling Overlooked: If you suspect your potential is going unnoticed, Power gives you a pragmatic toolkit to change that narrative.
Common Misconceptions and Clarifications
Some readers worry that a book about power might encourage unethical manipulation. Pfeffer is clear that his aim is not to promote underhanded tactics; rather, he wants people to see the organizational landscape as it is—imperfect, political, and influenced by intangible factors like visibility and rapport. Knowing how power functions is a far cry from abusing it.
Another misconception is that power is only relevant for those aiming to lead huge corporations. In truth, any environment—be it a small nonprofit, a governmental agency, or a start-up incubator—runs on relationships and reputations. As soon as you have a boss, a team, or even external stakeholders, Pfeffer’s framework can help you navigate those dynamics effectively.
Conclusion: Embrace the Power Conversation
In Power: Why Some People Have It—and Others Don’t, Jeffrey Pfeffer contends that ignoring power is a luxury few can afford. Instead of merely hoping that good work will speak for itself, Pfeffer offers a refreshing dose of realism: power is forged through relationships, visibility, and the strategic leveraging of opportunities. Understand these levers, and you’re well on your way to unlocking career growth and wielding influence to enact positive change.
Sure, it may feel more virtuous to believe that success comes to those who work the hardest. But when you stop being naive about how decisions are made and promotions are granted, you free yourself to leverage the real rules of the game. Think of power as a multi-tool: it can pry open doors, fortify alliances, and protect teams that depend on you. Used ethically and purposefully, it elevates not only your career but also the broader environment in which you operate.
So, if you’re stuck in a professional rut or just curious about how to amplify your leadership potential, Pfeffer’s book is a must-read. It won’t hold your hand, nor will it sugarcoat the sometimes-brutal realities of the workplace. Instead, it’ll give you the unvarnished truth about power—and with it, the chance to harness that knowledge to shape the career you’ve always wanted.
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