Immediate and Assertive Power Utilization

Key Insight

New leaders must act quickly during their 'honeymoon period' before opposition coalesces, as enemies tend to last longer and accumulate over time, making future action more difficult. The tenure of leaders has shortened significantly; for instance, average CEO tenure declined from 8 years in 2000 to 5 years in the 2010s, with 17.5 percent of CEOs of the world's largest 2500 companies departing in a single year, the highest rate tallied by PwC. Power is not a depletable resource; rather, its use signals possession, attracts allies, and thereby increases and perpetuates it.

Using power quickly to drive change yields substantial results and builds influence. Amir Dan Rubin at Stanford Hospital and Clinics rapidly implemented the 'Stanford Operating System' focusing on patient experience, which led to a 300 percent increase in operating profit, a 50 percent growth in revenues, and patient satisfaction scores reaching the 90th percentile in four years. Similarly, Rudy Crew, as chancellor of New York City's schools, implemented a series of forceful reforms in his first year and a half, including taking over failing schools, launching a major literacy campaign, and overhauling the special education program, becoming the city's most politically successful chancellor in a quarter-century.

Demonstrating power and a willingness to use it, even aggressively, establishes a leader as a formidable force and attracts supporters. Robert Moses, for example, unilaterally dismantled a ferry slip and tore up a street to clear land for the East River Drive approach, overriding mayoral opposition to display his unstoppable power. His effectiveness in creating public works, such as building 13 bridges, 416 miles of parkways, 658 playgrounds, and 150000 housing units (spending $150 billion in today's dollars), cemented his power for 44 years. This visible use of power reinforces perception and ensures its perpetuation.