Wielding the baton of authority

Published on Wednesday, Oct 19, 2005

MAKE NO mistake about it: power corrupts, and it corrupts absolutely. All of us crave power. We have an insatiable appetite for authority. We want it at any cost. It must have something to do with this feeling we get when our hands are laden with power, the power to control other people. Wars have been fought by kings, queens and politicians so they could keep feeling that way. Even in the modern world, who doesn't want a bit of power?
Contrary to popular opinion, authority is not about yelling or punishing or thumping fists. It is only the peripheral part of a much larger picture. Exercising authority in the workplace is essential. It is the only way a company can run smoothly.
In the work setup, a leader or manager is like a father figure. He helps, teaches and guides others. In short, he is something of a mentor. It is not about domination or about ruling with an iron fist. It has more to do with listening, monitoring and guiding subordinates.
Where authority goes, responsibility follows
Remember, with power comes great responsibility. As an employer or manager, you can wield authority over your employees, but you are also responsible for their well-being, satisfaction and efficiency. You are accountable for implementing policies and processes, maintaining discipline, building morale and ensuring optimum levels of performance. If an employee fails, who do you think is going to have his head on the chopping block? You. It is not an easy job. As American businessmanMalcolm Forbes remarked, `Those who enjoy responsibility usually get it; those who merely like exercising authority usually lose it.'
Hone your craft
Think of yourself as a captain of a ship setting its white sail on high seas. Adopt a hard-nosed aggressive approach and you will find yourself in a tempest of resentment and mutiny. If you pretend to be the lenient guy you will probably end up trying too hard to be nice, and you will lose respect and credibility as your employees will walk all over you. To quote British poet Anne Bradstreet, `Authority without wisdom is like a heavy axe without an edge, fitter to bruise than to polish.'
Here are a few tips to help strike the right balance between a drill sergeant and septuagenarian grandmother:

1. First and foremost, do not allow power to go to your head. Recognise the fact that authority essentially vests in the post and not the person occupying the post.
2. Let go of your autocratic tendencies. Aim for cooperation, not coercion. Do not try to force your employees into anything. Use persuasion. You have to win them over with humanity, compassion and benevolence.
3. Step out of your Ivory Tower and adopt an open-door policy to facilitate free communication, trust and co-operation with the staff. Be willing to pitch in and not just observe from the sidelines.
4. Promote an esprit de corps atmosphere by stimulating participation and collaboration amongst your subordinates. Be more sensitive to their needs. You can bond with them only when you show that you care.
5. Concentrate on building a group of caring, happy, cautious, alert and well-trained employees. Your job is to keep their morale high and keep them brimming with enthusiasm.
6. Mentor them to improve their performance and give proper and timely feedback too. Be willing to delegate work, appreciate suggestions, share responsibility as well as authority through empowerment and recognise competence with rewards.
7. You need to exercise sound judgment in resolving complaints and conflicts. Indulge in careful analysis, deliberation and give the benefit of the doubt before pinning the blame on someone to ward off further hostilities.
8. Be just in what you do. You have to treat your employees fairly and with dignity to avoid fostering illwill among the ranks.

Exercise authority with discretion and restraint, but do not be too lackadaisical either. You should not tolerate breach of authority; or else, it will undermine your position in the staff's eyes. Enjoying power is a heady feeling indeed. You should know how to use it or you will only end up falling flat on your face. This brings to mind what the great philosopher Lao-Tse professed over 2500 years ago,
A leader is best when people barely know his presence,
Not so good when people must obey and acclaim him.
Worse when they despise him.
But of a good leader who talks little when his work is complete and his aim fulfilled, they will say,
`We did it ourselves!'

PAYAL AGARWAL