Many people shy away from the idea of power at work. They expect good work to be rewarded. They want to avoid “office politics”.

But power is pervasive in organizations. Those with better political skills who make the effort to acquire and use power are more effective in their roles, enjoy better careers and live longer.

In this webinar, Professor Jeffrey Pfeffer will explore some of the research about power in the workplace and show different strategies for getting what you want and making power work for you. We will consider:

• What social science can tell us about the power in the workplace
  
  
• Why getting things done (and especially making change happen) requires political skills
  
  
• Why influencing and using power are particularly important in flatter organizations with less apparent hierarchy.

We will also look at several case studies and examine the concrete steps people use to increase their power and influence at work. We will explore:

• How control of resources (not limited to money) is a critical source of power
  
  
• The importance of networking and visibility within and outside your organisation
  
  
• How to deal with rivals and adversaries 
  
  
• The importance of persistence
  
  
• Why and how you must make critical relationships work.

Homework
There is some pre-reading associated with this webinar and we will also give everyone who registers the opportunity to complete a political skills inventory which will allow you to evaluate your strengths against different dimensions of power.

What you get from the webinar
All participants receive:

• Access to the webinar and the chance to ask questions live

• Video recording for download after the event

• Access to bonus materials resource pack.

Refunds
A full refund-on-demand is available to all participants at any time.  Please email refund requests to webinar@sensiblemedia.co.uk. 

About Professor Jeffrey Pfeffer

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organisational Behaviour at Stanford's Graduate School of Business where he has taught since 1979. He is the author or co-author of 14 books and more than 150 articles and book chapters, for which he has won numerous awards. His current research focuses on the relationship between time and money, power and leadership in organisations, economics language and assumptions and their effects on management practice, how social science theories become self-fulfilling, barriers to turning knowledge into action and how to overcome them, and evidence-based management and what it is, barriers to its use, and how to implement it.