“Power is not about dominance\u2014it is about influence, the quiet ability each of us holds to shape what happens next. In every classroom, office, and meeting at Stony Brook, we are influencing clarity or confusion, trust or hesitation, momentum or drift. The question is not whether we have power, but how thoughtfully we choose to steward it.<\/em><\/p>\n\n\n\n With steadiness,<\/em> A Reflection from Ward Wolf<\/em><\/p>\n\n\n\n My dear Wolfpack,<\/p>\n\n\n\n Power is a word that often arrives with unnecessary weight.<\/p>\n\n\n\n It need not.<\/p>\n\n\n\n At its heart, power is simply the capacity to influence what happens next<\/strong>.<\/p>\n\n\n\n In 1959, social psychologists John French and Bertram Raven set out to understand why people follow, comply, or shift direction in response to others. Their research revealed something both practical and reassuring: power does not come from a single source. It flows from distinct foundations\u2014some structural, some relational, some intellectual.<\/p>\n\n\n\n In a university as dynamic and thoughtful as Stony Brook, each of us carries influence in different measures. The question is not whether we possess power.<\/p>\n\n\n\n It is how we steward it.<\/p>\n\n\n\n Let us walk carefully through each form.<\/p>\n\n\n\n The authority of the chair, not the person sitting in it.<\/em><\/p>\n\n\n\n Definition<\/strong> At Stony Brook<\/strong> Leadership Insight<\/strong> The gentle lift of encouragement.<\/em><\/p>\n\n\n\n Definition<\/strong> At Stony Brook<\/strong> Leadership Insight<\/strong> The firm boundary that protects the whole.<\/em><\/p>\n\n\n\n Definition<\/strong> At Stony Brook<\/strong> Leadership Insight<\/strong> The quiet gravity of competence.<\/em><\/p>\n\n\n\n Definition<\/strong> At Stony Brook<\/strong> Leadership Insight<\/strong> The influence of character.<\/em><\/p>\n\n\n\n Definition<\/strong> At Stony Brook<\/strong> Leadership Insight<\/strong> The clarity that moves direction.<\/em><\/p>\n\n\n\n Definition<\/strong> At Stony Brook<\/strong> Leadership Insight<\/strong> Most leaders hold more than one of these powers at the same time.<\/p>\n\n\n\n You may hold legitimate authority in one room and rely on expertise in another. You may build culture through referent power while shaping direction through information.<\/p>\n\n\n\n The measure of leadership is not how much power one holds\u2014but how wisely it is exercised.<\/p>\n\n\n\n When authority is guided by empathy, when expertise is shared generously, when boundaries are fair, and when information is transparent\u2014power becomes constructive rather than corrosive.<\/p>\n\n\n\n It steadies a community rather than shrinking it.<\/p>\n\n\n\n Carry your influence gently. With steady confidence, (For your office wall, desk drawer, or quiet reminder before a meeting.)<\/em><\/p>\n\n\n\n Legitimate<\/strong> \u2013 I influence through my role. Reflection Prompt:<\/strong> Lead with intention.<\/p>\n\n\n\n Making workload legible without turning your team into a dashboard.<\/strong><\/p>\n\n\n\n Reduce \u201ceveryone feels like they carry the most\u201d by fixing the visibility gap<\/strong> that fuels biased social comparison\u2014without micromanaging, tracking, or shaming.<\/p>\n\n\n\n Private load needs public language.<\/strong> The 7-minute \u201cLoad Lens\u201d check-in (weekly)<\/strong><\/p>\n\n\n\n Leader says:<\/strong> Why it works:<\/strong> Use when tension is rising or timelines slip.<\/p>\n\n\n\n Use when someone says: \u201cI\u2019m doing more than everyone else.\u201d<\/p>\n\n\n\n Leader says:<\/strong> Then ask:<\/strong> \u201cTwo receipts\u201d norm (end of week, async)<\/strong><\/p>\n\n\n\n Each person posts:<\/p>\n\n\n\n Keep it brief. One of each.<\/p>\n\n\n\n \u201cName the tax\u201d norm (real-time)<\/strong><\/p>\n\n\n\n Whenever something adds hidden work, name it as a tax<\/em>:<\/p>\n\n\n\n Naming it prevents people from blaming one another for what is actually structural.<\/p>\n\n\n\n The \u201cHeat Map in Words\u201d (10 minutes)<\/strong><\/p>\n\n\n\n Go around and answer:<\/p>\n\n\n\n Patterns emerge quickly.<\/p>\n\n\n\n The \u201cBottleneck triage\u201d<\/strong><\/p>\n\n\n\n Ask three questions:<\/p>\n\n\n\n Redistribution fails when you move tasks without moving context<\/strong>.<\/p>\n\n\n\n Use this three-step handoff:<\/p>\n\n\n\n A Quiet Word Before We Begin “Power is not about dominance\u2014it is about influence, the quiet ability each of us holds to shape what happens next. In every classroom, office, and meeting at Stony Brook, we are influencing clarity or confusion, trust or hesitation, momentum or drift. The question is not whether we have power, […]<\/p>\n","protected":false},"author":1,"featured_media":6182,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[570],"tags":[1199,398],"class_list":["post-6181","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing-performance-coaching","tag-influence","tag-power"],"_links":{"self":[{"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/posts\/6181","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=6181"}],"version-history":[{"count":1,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/posts\/6181\/revisions"}],"predecessor-version":[{"id":6183,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/posts\/6181\/revisions\/6183"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=\/wp\/v2\/media\/6182"}],"wp:attachment":[{"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=6181"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=6181"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/billcorrigan.com\/updates\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=6181"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
<\/em><\/em>Ward Wolf”<\/em><\/strong><\/p>\n\n\n\nOn Power, Influence, and the Quiet Responsibility of Leadership<\/h2>\n\n\n\n
Legitimate Power<\/h3>\n\n\n\n
<\/strong>Legitimate power flows from one\u2019s formal role within an organization. People respond because they recognize the authority attached to the position and the structure it represents. It is the influence granted not by personality, but by the agreed-upon framework that keeps a complex institution functioning with coherence and order.<\/p>\n\n\n\n
<\/strong>A dean establishing strategic priorities for a college. A department chair approving curriculum decisions that shape academic pathways. A supervisor outlining expectations to ensure service excellence. An AVP setting policy that safeguards fairness and compliance. The influence comes from the chair one occupies\u2014and from the responsibility entrusted to it.<\/p>\n\n\n\n
<\/strong>Titles create clarity\u2014but not loyalty. Legitimate power establishes structure; trust must follow through character and competence. The wisest leaders treat positional authority as borrowed influence\u2014held temporarily, exercised thoughtfully, and always in service of the institution rather than the self.<\/p>\n\n\n\nReward Power<\/h3>\n\n\n\n
<\/strong>Reward power arises from the ability to grant something valued\u2014recognition, opportunity, flexibility, advancement, or affirmation. It is the influence that says, \u201cYour contribution matters,\u201d and backs that sentiment with tangible support.<\/p>\n\n\n\n
<\/strong>Approving professional development funding so someone can grow their craft. Offering flexible scheduling during a demanding season of life. Publicly recognizing a team member\u2019s excellence. Nominating a colleague for a Wolfie Award. Opening doors to leadership programs or stretch assignments that expand confidence.<\/p>\n\n\n\n
<\/strong>Reward power shapes culture by signaling what matters. Used fairly and consistently, it energizes and aligns effort with mission. Used carelessly, it erodes trust. Encouragement is powerful\u2014but it must always be anchored in equity, transparency, and discernment.<\/p>\n\n\n\nCoercive Power<\/h3>\n\n\n\n
<\/strong>Coercive power rests in the ability to impose consequences or enforce standards when expectations are not met. It is the authority that ensures accountability and protects shared values.<\/p>\n\n\n\n
<\/strong>Addressing misconduct with professionalism and fairness. Enforcing compliance requirements that protect safety and accreditation. Issuing corrective action when policies are not upheld. Upholding standards that preserve the integrity of our academic and workplace community.<\/p>\n\n\n\n
<\/strong>Boundaries are necessary for community trust. Coercive power should be measured, consistent, and never emotional. It is a guardrail\u2014not a steering wheel. When exercised with steadiness rather than frustration, it preserves dignity while protecting the whole.<\/p>\n\n\n\nExpert Power<\/h3>\n\n\n\n
<\/strong>Expert power emerges from demonstrated knowledge, skill, experience, and thoughtful judgment. It is influence earned over time through competence, credibility, and a commitment to mastery.<\/p>\n\n\n\n
<\/strong>A faculty member advancing transformative research. An IT specialist guiding cybersecurity protocol with precision. A compliance officer interpreting complex regulation with clarity. A learning strategist designing development experiences that elevate performance. In each case, influence flows from what is known\u2014and how responsibly it is applied.<\/p>\n\n\n\n
<\/strong>Expert power grows through continuous learning and humility. The most credible experts remain students. Knowledge shared generously strengthens community; expertise guarded too tightly limits collective growth.<\/p>\n\n\n\nReferent Power<\/h3>\n\n\n\n
<\/strong>Referent power is rooted in trust, respect, admiration, and relational connection. It is the influence that arises when others identify with your character and feel safe in your presence.<\/p>\n\n\n\n
<\/strong>A mentor who invests deeply in student growth beyond the syllabus. A manager who fosters psychological safety during difficult conversations. A colleague whose integrity remains consistent across rooms and ranks. Influence here is not demanded\u2014it is invited.<\/p>\n\n\n\n
<\/strong>Referent power builds belonging. It cannot be assigned or fast-tracked. It is cultivated slowly through empathy, reliability, and principled action. In many ways, it is the quiet foundation of institutional culture.<\/p>\n\n\n\nInformational Power<\/h3>\n\n\n\n
<\/strong>Informational power comes from access to valuable insight and the ability to communicate it clearly, responsibly, and persuasively. It is influence grounded in clarity rather than hierarchy.<\/p>\n\n\n\n
<\/strong>Sharing enrollment data to guide responsible planning. Explaining financial realities with transparency during budget cycles. Presenting research findings that inform strategic decisions. Clarifying priorities when ambiguity threatens momentum. Influence here flows from illumination.<\/p>\n\n\n\n
<\/strong>In a knowledge institution, transparency strengthens credibility. Information shared responsibly aligns teams and reduces speculation. Information withheld unnecessarily weakens trust. Clarity, offered with care, is an act of leadership.<\/p>\n\n\n\nA Closing Reflection<\/h2>\n\n\n\n
Use it deliberately.
And remember: stewardship, not status, is the true mark of leadership.<\/p>\n\n\n\n
Ward Wolf<\/strong><\/p>\n\n\n\nTakeaway Synopsis: The Six Bases of Power<\/h2>\n\n\n\n
Reward<\/strong> \u2013 I influence through recognition and opportunity.
Coercive<\/strong> \u2013 I influence through consequences and boundaries.
Expert<\/strong> \u2013 I influence through knowledge and competence.
Referent<\/strong> \u2013 I influence through trust and character.
Informational<\/strong> \u2013 I influence through clarity and insight.<\/p>\n\n\n\n
<\/strong>Which form do I rely on most?
Which form do I want to strengthen?<\/p>\n\n\n\nPrompting with Heart Toolkit<\/h1>\n\n\n\n
The goal<\/h2>\n\n\n\n
The principle<\/h2>\n\n\n\n
<\/strong>When work is ambiguous and invisible, people compare anyway\u2014and they compare unfairly because they have better data about themselves than others.<\/p>\n\n\n\nMeeting Scripts (ready to use)<\/h3>\n\n\n\n
<\/strong>\u201cBefore we problem-solve, let\u2019s make the invisible visible. In one minute each:<\/p>\n\n\n\n\n
<\/strong>It replaces guesswork with context and cools fairness narratives before they harden.<\/p>\n\n\n\nThe \u201cWork Behind the Work\u201d prompt (in any meeting)<\/h3>\n\n\n\n
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The \u201cConstraints, not people\u201d reframe<\/h3>\n\n\n\n
<\/strong>\u201cLet\u2019s compare constraints, not character.<\/p>\n\n\n\n\n
<\/strong>\u201cWhat would relieve this by 10%?\u201d<\/p>\n\n\n\nTeam Norms (simple agreements)<\/h3>\n\n\n\n
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Fast diagnostics (use when the team feels imbalanced)<\/h3>\n\n\n\n
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Redistribution that won\u2019t backfire<\/h3>\n\n\n\n
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Leader phrases that reduce resentment instantly<\/h3>\n\n\n\n
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