3 Myths About Shared Power and How to Reframe Them

Having social power means having resources, voice, visibility, choices, and safety. 

Sharing social power means those of us who have these things find ways to bring (more of) them to more people, regardless of their identity or position. 

I often talk with leaders in organizations and libraries about sharing social power in the workplace. And when I do, I’ve noticed that there are a few myths — and underlying assumptions —  that shape what many leaders think it means to share power in a work setting. 

Here are three of the most prevalent misconceptions about shared power at work that I’ve encountered, the underlying assumptions that fuel them, and how we might begin to think differently about what shared power means. I also provide questions intended to help you use shared power to reimagine your organization and identify opportunities to share power within it.

NOTE: This post functions as a companion to the 8 Conversations for Shared Leadership and the Shared Power Podcast. 

MYTHS AND POSSIBILITIES ABOUT SHARING POWER AT WORK

Myth #1: Sharing power means getting rid of organizational hierarchy. 

The underlying assumption here is that power belongs only to the (few) people at the top. 

Reality: Sharing power is a chance to rethink hierarchy and how it’s interpreted. 

Of course, we must have structure, organization, and agreed ways of being, but power does not have to be concentrated in the hands of a few, which can marginalize certain people. When everyone, regardless of role, has at least some power and influence, it will often result in deeper investment in the mission and higher levels of self-efficacy.

As Rita Sever notes in her book, Leading for Justice: Supervision, HR, and Culture, “Hierarchy can be a simple recognition that not everyone can be involved in every decision and every action when an organizations gets to a certain size or level of complexity.”

Different levels of responsibility may be necessary or even desired. But everyone has some level of responsibility for moving an organization towards its mission. When team members are recognized for the value they bring, their buy-in and effort will increase.

Rever goes on to say that “everyone has a voice in a social justice organization, but every voice may not be a vote when it comes time to make some decisions.” Offering transparency in process and making requests for input or feedback can give everyone a voice, even if they don’t make the final decisions.

Hierarchies in an of themselves do not require that power be concentrated. We can have hierarchies where everyone at ever level has power (voice, visibility, input, safety) regardless of their responsibilities.

Consider these questions: 

• Does my organization use hierarchy to devalue or overvalue team member’s contributions, even unintentionally? 

• Is it clear in my organization how levels of responsibility are tied to decision-making?

• How can we reimagine hierarchy so that everyone is seen, heard, and valued regardless of their responsibilities or position in the organization?

Myth #2: Sharing power means that everyone has the same influence over every project. 

The underlying assumption here is that sharing power means flat equality.

Reality: Shared power means we trust people to lead wherever they are. We give them support and space to do great work in their zones of genius. 

Sometimes that means projects are collaboratively run; other times it means that projects are owned by one person who’s working autonomously, but not in isolation. What sharing power always means is that people have the opportunity to contribute. 

Sharing power does not mean that everyone has the same amount of influence over every project, but it does mean that everyone has some power and encourages people to contribute their talents and use their voice. 

Consider this question: 

• How can each person within our organization take on responsibilities that allow them to use their strengths and positively impact our organization and community?

Myth #3: Sharing power means individuals are no longer responsible for outcomes and success. 

The underlying assumption here is that only individuals can be responsible for outcomes and success. 

Reality: With shared power, everyone is responsible for goals they set for themselves. And we accept that no one has all the answers. We are willing and able to seek help when we need it. We understand that success is the result of group effort. 

When everyone is acknowledged for their involvement and contribution to success, no matter how small, they can feel validated and invigorated. They also feel like they’re truly valued, respected, and integral to the work.

Consider this question:

• How can my organization be intentional about acknowledging everyone's contribution to our success?

Shared power does not ignore hierarchies, differentiation, responsibilities, or outcomes. It only requires shared vision, distributed responsibility, and accountability to the collective. 

By challenging the myths surrounding shared power, we can begin to rethink what power is, what it means to have power, and how we might use our power to bring equity and justice to the people and communities of which we’re a part. 

Want to dig deeper?

You can listen here to the Shared Power Podcast, Season 1. You’ll take a deeper dive into each of these myths and possibilities as you hear and experience my conversations with experts in the field.

Stay connected!