Internal Barriers to Power and the Importance of Persistence

Key Insight

Many people, especially those in professional fields, create self-imposed barriers to power by adopting self-descriptions that limit their potential and by being unwilling to 'play the game' of strategic self-advancement. This reluctance often stems from a perception of power as 'dirty' or 'evil,' leading them to opt out of political behaviors like networking, flattery, or self-promotion, despite evidence linking political skill to career success and happiness. For instance, the US men's soccer team's historical refusal to engage in tactical 'playacting' (like exaggerating contact to draw fouls, a common tactic among prominent players such as Cristiano Ronaldo) placed them at a disadvantage, highlighting the cost of not utilizing effective, albeit unconventional, strategies.

A critical component of acquiring power is cultivating persistence and resilience, essential for navigating the inevitable opposition, criticism, obstacles, and setbacks in one's career. Numerous successful individuals have demonstrated this quality: Willie Brown lost his first two bids for prominent political roles; Home Depot cofounders Arthur Blank and Bernard Marcus started the company after being fired; and Netflix CEO Reed Hastings felt like a failure during an earlier venture, twice asking his board for a new CEO. The ability to 'toughen up,' persist in the face of adversity, and persevere without overly obsessing about others' opinions, while adapting strategies as needed, is frequently a determinant of success.

Psychological processes, often linked to social class and group identity, can perpetuate low-power positions by influencing individuals' willingness to use strategic behaviors. Research shows people from lower social-class backgrounds, due to a more collective orientation, are less inclined to use 'political' strategies (e.g., flattering superiors, self-promotion) compared to prosocial ones, though this difference disappears if power is framed as serving a superordinate goal. Conversely, higher-social-class individuals often exhibit greater confidence and even overconfidence, which confers advantages in perception. Furthermore, women and Asian professionals frequently face societal pressures to conform to stereotypes (e.g., 'helpful and collaborative,' 'model minority'), hindering their self-advocacy and power projection, making it crucial to challenge these limiting expectations and act agentic to effect change.