Do you love it when you come across something interesting? Something that gets you thinking about yourself or others?

I do!

Last week, I came across a concept called the Paradox of Power. Popularised by psychologist Dacher Keltner, it’s the idea that the very qualities that often help us gain power and influence, such as empathy, humility, collaboration and curiosity, can diminish once we have power, making us less effective leaders.

One of the studies often used to illustrate this is what became known as the ‘cookie study’, or as we’d call it in Australia, the ‘biscuit study’. Researchers randomly assigned one person in a small group to a position of power. During the discussion, they placed a plate of five cookies in the middle of the table. Time and again, the person in power was more likely to take the last cookie. They also tended to chew with their mouth open, drop more crumbs and show less awareness of those around them.

So, why does this happen? Why can power subtly change the way we think and behave, often without us even realising it?

Researchers believe power changes what we pay attention to. As our influence grows, we’re more likely to focus on our own goals and priorities. We receive less honest feedback, become more confident in our own judgement and can gradually lose touch with the everyday experiences of the people we lead.

The result isn’t necessarily arrogance. More often, it’s blind spots and an unconscious lack of self-awareness.

I’m sure you would agree that, if left unchecked, these blind spots can erode trust, engagement, loyalty and the quality of our relationships.

So, what can we do to make sure we don’t fall into the paradox of power?

1. Stay curious. Curiosity keeps us aware. Stay curious about yourself, the impact you’re having and the experiences of others. Take time to reflect and invite feedback.
2. Be intentional about how you show up. Before you start your day, walk into a meeting or have an important conversation, take a moment to ask yourself:

• What’s the greatest version of me today?
• How will I think today?
• How will I act today?
• How do I want others to feel after interacting with me today?

Both of these practices will help keep your ego in check, strengthen your self-awareness and reduce the likelihood of falling into the paradox of power.

As always, I trust this has got you thinking and has been helpful in some way, shape or form.

Until next week, lead well and be well!

Kylie