"HOW POWER IS ACQUIRED"
Interview with Matthias Schranner (PDF)
What do we typically recognize in the "most powerful" person in a group? What singles out the alpha male or female?
Every group has an alpha figure, and you have to identify him or her in any negotiation. Right at the start you should ask a question that takes the other side by surprise. For example: "If we reach agreement today, will the outcome still have to be confirmed by your Board?" The other side will look at the alpha figure. You recognize the most powerful person in the group by the way the others look at him.
State three rules for successfully negotiating with somebody in a different position of power.
Basically, neither side is ever in a more powerful position. As long as the negotiation lasts, power is evenly balanced. Otherwise you wouldn't negotiate. There are three ground rules: a) A low level of emotional involvement creates the distance you need. b) You must have clear objectives and a clear strategy. c) Demonstrate consistency rather than toughness. In other words: lead the negotiations in a respectful and friendly manner and always stick to your strategy.
How do you depose a power holder?
You don't. In a negotiation you fight for something, not against somebody.
How is power acquired nowadays?
The power instrument of the future is the global network. I don't mean friendships in Facebook, but relationships that stand up to pressure in the negotiation process. Obtaining the key information will make all the difference. Hence the need for "information brokers". But you obtain information only if you've built up a network that is independent of events. Most managers are networked with people they like, but not with important information brokers.
How do women in positions of power differ from men?
They're no different.
Who are the new power holders? Is there a new type emerging?
The new power holders will be those who, as I said above, succeed in becoming globally networked.
Can you describe a personal moment in which you felt powerful?
I try to suppress this feeling during a negotiation. Overestimating or underestimating your own power can both result in dramatic mistakes being made.