What nobody tells you
- A person two levels below the top can hold more real power than a VP, if they control a scarce resource or critical information.
- Power that comes purely from title erodes the moment that person is unpopular or their boss changes — power built on relationships and expertise is stickier.
- The people who seem to want power least are often trusted with the most of it.
The basics
- Formal power comes from position: the authority to hire, fire, approve budgets, and set direction.
- Informal power comes from expertise, relationships, information access, and reputation — and it doesn't show up on an org chart.
- Power is contextual: someone powerful in one decision (say, a technical call) may have none in another (say, a hiring call).
The framework
Four Sources of Power
When assessing anyone's real influence, check which of these four sources they hold, and how many.
- 01
Resource control: budget, headcount, tools, or scarce access.
- 02
Information: who they know, what they hear early, what only they understand.
- 03
Relationships: who trusts them and would back them publicly.
- 04
Formal authority: title, sign-off rights, reporting lines.
The playbook
The conversation — what to actually say
Learning the real dynamics as a newcomer
“Who would you say I should make sure to build a good relationship with here, beyond my direct manager?”
Building expertise-based power
“I'd like to become the go-to person on this — can I take ownership of it and report back regularly?”
The mistakes — what people get wrong
- Assuming title equals power and ignoring quieter, more durable sources of influence.
- Trying to build power purely through self-promotion instead of genuine expertise or trust.
- Using power visibly to punish or exclude — it damages your reputation faster than it builds leverage.
- Underestimating people without formal titles who control critical information or resources.
Ask yourself
- Whose opinion does everyone quietly seek before a decision, regardless of their title?
- What resource, information, or relationship could I realistically build power around?
- Am I using whatever influence I have to help others, or only myself?
Go deeper
- Book
Power — Jeffrey Pfeffer
A direct, unsentimental guide to how power actually accumulates and gets used.
- Exercise
The four-sources audit
Rate the five most influential people you know on resource, information, relationship, and formal power.
- Practice
Six months of quiet observation
Before trying to build power anywhere new, spend real time just watching how it moves.
General educational information, not legal, tax, medical, or financial advice. Rules vary by country and change over time — verify with a qualified professional before acting.