We show that power works subtly and shapes the playing field, especially when we do not see it.
By consciously acknowledging our influence and sharing space, power can serve the whole.
Summary
Power works subtly, often without explicit instructions or pressure. Precisely because of its invisibility, it can shape relationships, decision-making, and the space for dissent.
“It is not power itself that corrupts, but our blindness to it.”
I once heard those words from a colleague. I nodded in agreement—for others. Not for myself. Because I listen, I consult, I involve people, don’t I?
Only much later did I realize how dangerous that image of the “well-intentioned leader” can be. Power is not always coercive or harsh. It is often soft, embedded in assumptions that are never questioned. It works through tone, timing, and presence. And precisely because it is quiet, it has impact.
Core insight – Power is assigned
Power is not only a possession, but also an assignment. People grant you influence based on your position, your role, your reputation. That happens even if you are not aware of it—or do not want it.
In a system where people adapt themselves to you, your words carry extra weight, no matter how casually they are spoken. A loose remark can shape policy. A subtle glance can silence an idea.
Power shapes the playing field on which others move. It influences who speaks, who stays silent, who dares to take risks. The less you see your own influence, the greater the chance that it unconsciously steers relationships and decisions.
The shadow side of good intentions
Leaders who see themselves as “servant leaders” are precisely the ones at risk of underestimating their power. Good intentions are no guarantee of a healthy balance of forces. Invisible preferences—about who is credible, which style fits, which arguments count—can quietly distort the playing field.
What is not seen cannot be carried. And what is not carried will find an outlet: through undercurrents, passive resistance, or loyalty that slowly fades.
Deepening – A practical example
In an organization where I worked, there was a director known for being approachable and accessible. People felt heard. Yet some whispered that certain ideas were better left unspoken. Not because he rejected them, but because “it wouldn’t make any difference anyway.”
Not out of fear, but out of assessment: his preferences were already fixed. It was a sense of predictability—as if the outcome was already known in advance.
He had no idea. And that was exactly what made the power dynamic so layered. His reactions, tone, and word choice sent signals that seemed trivial to him, but were interpreted by others as guiding instructions.
The conversation that shifted everything
When we discussed this, his first reaction was not defensiveness, but shock.
“So even if I mean well, I still influence the field?”
Yes. Precisely then. Not your intention, but your place in the whole means that your words and actions carry different weight.
Power does not need to be reduced. What is needed is awareness. Not to censor yourself, but to actively create space for others to take their place. That requires attentive listening, even when you think you already know the answer. And a willingness to slow down, so others have the chance to let their perspective be heard.
The quiet signals of power
Power often shows itself in small things:
- Who you address first in a meeting.
- How you respond to dissent.
- Whether you allow silence, or immediately fill it.
- Which topics you name—and which you do not.
Together, these signals form the invisible backdrop within which others move. They determine whether someone shares their input or swallows it, whether creativity is encouraged or restrained.
Power and vulnerability
Awareness of your power does not mean you must always say the right thing or act flawlessly. It means being willing to acknowledge that your presence alone already does something.
Vulnerability is not weakness here, but a bridge. By naming what you do not know, making space for difference, and remaining open to discomfort, you invite others to take responsibility for their own voice.
Your role in the system
In every system, power is a given. It can be misused, ignored, or acknowledged. Only in the last case can it serve the whole.
That asks of you:
- See – Be aware of the influence your words, silences, and choices have.
- Acknowledge – Name your position, so others know you are aware of it.
- Share – Actively make room for other perspectives and show that they matter.
By recognizing power as reality, you anchor trust. You make the playing field safer, without making it less sharp.
Closing – The invitation
Power is not a problem to be solved, but a force that can give direction. If you see it, you can use it consciously—not to protect yourself, but to serve the whole.
Where are you more powerful than you think—and what do you do with it?
Rene de Baaij