Navigating the dynamics of power in ourselves, our organizations, and our work
We often think of power as a 'negative', something one has over another. However, in reality, relationships are much more complex than this, and power has and is often used to achieve important things, in as much as it is sometimes used for the opposite. Power shows up in many ways, including the power we have within ourselves. As the visionary development practitioner Robert Chambers said, “We didn't used to be able to talk about power… now there is absolutely no problem as it is recognised as being pervasive and very, very significant.”
Conservation contains a complex web of power dynamics. They often go unspoken yet they significantly influence the success or failure of conservation organizations and initiatives. In this Reader, we delve into the multifaceted ways power shows up within organizations, and amongst various stakeholders. We also explore how African conservation leaders and organizations can use power to do better.
How do different types of power show up?
Power-Over: This type of power relies on hierarchy and control. When used positively, hierarchy can provide boundaries, order and structure. Often, however, it instils fear in others. Think of authoritarian bosses who enforce their authority with an iron fist. It typically leads to resistance or rebellion against the leader.
Power-With: This power stems from teamwork and cooperation and emphasizes respect and mutual support. It fosters group actions and collaborative efforts where individuals work together effectively.
Power-Within: This is the belief in one's abilities and the willingness to challenge assumptions. It is to do with a person’s sense of self-worth and self- knowledge, and includes the ability to recognize individual differences while respecting others.
Power-To: This form of power is characterized by acknowledging that each team member possesses unique abilities and can make a difference. It emphasizes the idea that people can take action and make a difference (maintain their agency) when they are supported and empowered.
The many faces of power
Between leaders and their organizations →
An organization's leader - its boss - holds a level of authority that inherently comes with power. How leaders wield this power can profoundly impact their teams and overall organization. As a leader, your behaviors and actions are powerful. They model what is accepted and acceptable at your organization, which shapes its culture.
An empowering leader:
Listens to hear, not to respond. They listen to help you do your best thinking.
Supports you to make decisions, not tells you how to make them.
Asks you great questions to help guide your thinking, rather than just telling you what to think.
Provides clear, direct, and timely feedback to help you grow, not just to criticize and knock you down.
Uses values to guide their actions rather than just goals and bottom-lines.
Celebrates and embraces diversity and different ways of seeing and thinking about the world and our work.
Intentionally creates spaces in which people feel safe and valued.
Helps people to acknowledge and learn from their failures.
Are you an empowering leader? Here are some questions to consider.
Below are some questions that can help you reflect on how power is showing up in your organization, and how you can use your position as a leader to wield it for good.
As a leader, how can I create an atmosphere of trust and collaboration within my team, encouraging them to contribute their unique skills and perspectives? Am I using my power to foster an inclusive, collaborative environment where diverse perspectives are valued? Or am I perpetuating hierarchical structures that stifle innovation, critical thinking, and promote a negative culture?
Am I focused on the long-term well-being of the organization and its people? Positive leaders prioritize the welfare of those they lead. As someone in a position of power, leaders can create a positive culture that not only promotes achieving work goals, but personal growth and wellbeing too.
Do I listen actively and seek input from others? Am I treating everyone on my team with respect and dignity? Treating others with respect, regardless of their position, is fundamental to creating a positive organizational culture. Encouraging diverse perspectives can lead to more inclusive and informed decisions. Seek to be the leader who learns from their mistakes rather than being the one who is never questioned.
Am I aware of my biases, and am I working to mitigate them? Do I use my power to advocate for equity and inclusivity? Recognizing and addressing biases, which could be cultural, racial, tribal, gender or clan-based and more, is crucial for fair and equitable leadership. Leaders can champion diversity and inclusion by using their influence for positive change. For example, do you have a gender balance within your organization?
Am I transparent in my decision-making processes and accountable to my team? Or do I use my power to avoid accountability? Transparency builds trust and ensures others understand the rationale behind your actions. Taking responsibility for both successes and failures is a mark of ethical leadership and creates the right example for the rest of the team.
Am I creating opportunities for others to take on leadership roles? Nurturing future leaders is a sign of forward-thinking leadership. It also signals to a team that you seek to share responsibilities and power. As a leader, you have the unique opportunity to ensure your organization’s long-term success by creating an effective succession plan.
Among colleagues and teams →
Power dynamics also exist within teams and amongst colleagues. Some individuals may have more influence in the organization or more access to resources and knowledge than others. Others have been in the organization longer and have built relationships with stakeholders that have made them invaluable and ultimately, extremely powerful individuals within teams. This can sometimes lead to imbalances in decision-making and collaborations, potentially hindering organizational, group and individual progress.
An empowering colleague:
Recognizes your strengths and their own, and looks for ways you can complement each other, not compete against each other.
Gives credit to others rather than trying to hold it and keep it themselves.
Makes you feel seen and heard by acknowledging your ideas, work, and efforts.
Helps others think through their challenges when they’re stuck, instead of just trying to solve their problems for them.
Provides space and a lack of judgment for you to be vulnerable and feel safe.
Are you empowering your teammates? Questions to consider:
If I feel like I hold some level of power, how can I advocate for a more equitable distribution of knowledge, resources, influence and decision-making within my team and the wider organization?
Am I being a good mentor or coach? Am I helping the new talent joining our teams excel, or am I using my power to stand in their way because I feel threatened? This doesn’t have to be the case. If you’re a more experienced team member in a greater position of power, you can use your position to help mentor and coach newer team members, enabling them to grow and thrive in their careers.
Do I regularly delegate tasks and decision-making authority to team members based on their skills and capabilities, allowing them to take ownership of their work? Encourage team members by giving them the autonomy to make decisions within their roles. Trusting your colleagues with responsibilities not only shows confidence in their abilities but also allows them to develop their skills and take ownership of their work.
Between funders, partners, and the organizations they support →
Many conservation organizations rely on financial or technical support from funders and partners to run their operations and implement their work. However, funders and partners may have their own agendas and expectations, and it’s far too common for them to use a top-down approach when working with local organizations. And sometimes, many local organizations will often feel silenced and powerless in these relationships - creating imbalances - especially when they’re desperate for funding and support.
An empowering funder or partner...
Believes you have the knowledge and insights to do the work; they have confidence in you.
Recognizes that you have a lot to offer and they trust you with the planning and the money.
Shows genuine interest in your work and the results.
Celebrates your impact, and doesn’t take undue credit for the achievement.
Gives you the benefit of the doubt and are okay if something didn’t work; they are generous in their response knowing you tried.
Some questions to consider for local organizations:
Upholding values and mission: How can we maintain and uphold our organization's mission and values while effectively engaging with funders to ensure alignment and shared objectives? How can we use our voice more strongly and retain our power and autonomy?
What are our non-negotiable principles and boundaries? Identifying these helps you determine where you are willing to compromise and where you must stand firm in your negotiations with funders. Are you prepared to say no when necessary?
Are we transparent in our communication with funders about our needs and limitations? Open and honest dialogue with funders can help set realistic expectations and maintain a balanced power dynamic.
Some questions to consider for funders:
How can we support local organizations in a more balanced and ‘human’ way? How can we respect these organizations’ perspectives, vision, cultural context and approaches?
Are we open to a collaborative partnership rather than a top-down approach? A collaborative approach that values the input and expertise of the local organization can lead to more effective outcomes.
Have we agreed upon clear and fair expectations, roles, and responsibilities in the partnership? Defining roles and responsibilities can prevent misunderstandings and ensure a smoother collaboration.
Are we flexible in our funding requirements and reporting processes to accommodate the local organization's capacity and context? Adapting funding requirements to fit the local organization's capacity can demonstrate respect for their circumstances, and helps to avoid hours of frustration filling out long reporting documents that take up too much time.
Do we regularly seek feedback from the local organization to improve our own practices and approaches, or is the feedback almost always ‘from us to them’? Continuous feedback in both ways can foster mutual learning and improvement in the partnership.
Learn more:
This reading explores the issues of power and inclusion. It presents ideas for how leaders can consciously create a workplace culture that allows people to show up as their best selves, share their unique perspectives, have equal access to opportunities and resources, and contribute freely to the success and impact of their organization.