『The Power Compass』のカバーアート

The Power Compass

The Power Compass

著者： Dr Steve Vinay Gunther & Dr Paul Donovan
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概要
 Weilding authority can be exhilarating; it can also become a Danger Zone where honest feedback vanishes and sensibility gives way to excess—a risk for every manager, parent, or leader. Hosted by Drs. Paul Donovan and Steve Vinay Gunther, The Power Compass is your ‘Driver’s Ed’ for the responsibile use of influence. Master the Art of Power by balancing strength with heart. Outsmart the traps of the Power Paradox, build your 11-source Power Battery, and map your unique Powerprint. Shift from ‘power-over' to generative ‘power-with’, and learn to lead with wisdom in the Power Zone.Steve Vinay Gunther マネジメント マネジメント・リーダーシップ 個人的成功 社会科学 経済学 自己啓発
エピソード
  • #15 Why Good People Avoid Power | Ethical Leadership and Responsibility

    #15 Why Good People Avoid Power | Ethical Leadership and Responsibility
    2026/11/07
    • Why ethical people often hesitate to take on power, leaving a dangerous vacuum • The “dirty hands effect” — why no leadership decision stays perfectly clean • Reluctant leaders in history: President Garfield and Desmond Tutu • What the Stanford Prison Experiment reveals about who's drawn to power • Narcissism, confidence, and why organisations often reward the wrong traits • Resume virtues vs. eulogy virtues — the deeper motivation for leading well • Robert Greenleaf’s servant leadership as the healthiest reason to take power Vinay and Paul examine why so many good, grounded people avoid positions of power, leaving a vacuum that's often filled by the overconfident or narcissistic instead. They unpack the “dirty hands effect” — the impossibility of leading without some decisions looking wrong from someone's vantage point — through stories of reluctant leaders like President Garfield and Desmond Tutu, and revisit the Stanford Prison Experiment to show how the mere framing of an opportunity attracts more aggressive personalities. They close with a case for “eulogy virtues” over “resume virtues,” and Robert Greenleaf's concept of servant leadership, as the healthiest motivation for accepting power's burden.
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    46 分
  • #5 What Your Sense of Self Really Teaches Us About Personal Power

    #5 What Your Sense of Self Really Teaches Us About Personal Power
    2026/11/03
    • Julie Diamond's Diamond Power framework and its three domains of personal power • Capable self: building confidence without over inflating it • Aware self: understanding what triggers your thoughts and reactions • Purposeful self: finding resilience through a bigger sense of meaning • Viktor Frankl's insights on meaning under extreme adversity • Simple NLP techniques for shifting your emotional state • Why introverts can hold just as much personal power as extroverts Building on the "power battery" idea, Drs. Vinay and Paul unpack Julie Diamond's three-part model of personal power: capable self (confidence you can make an impact), aware self (understanding what triggers your thoughts and feelings, and directing your focus), and purposeful self (a sense of larger meaning that lets you recover from setbacks). Drawing on Viktor Frankl, NLP state-change techniques, and their own coaching practices, they make the case that personal power isn't about bravado — it's a quiet, buildable foundation that makes people less likely to misuse the power they're given elsewhere.
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    38 分
  • #4 The Real Sources of Power Hiding Inside Every Organization

    #4 The Real Sources of Power Hiding Inside Every Organization
    2026/11/03
    • Key sources of power: role, resource, information, network, reputation • Why underusing your role power creates a dangerous vacuum • Resource power: budgets, access, and the choices we forget we have • Information power and the psychology of gossip • Network power and the story of a 25,000-person walkout • Reputation power and the rise of cancel culture Drs. Vinay and Paul map five organisational sources of power: role power (the built-in authority of a position, and the real danger of under-using it), resource power (budgets, access, and the things we control but forget we can withhold), information power, network/collective power, and reputation power. Through case studies of overwhelmed managers, permissive parents, and a real-world employee walkout, they argue that power isn't just misused by being heavy-handed — leaving a power vacuum by refusing to use legitimate authority causes just as much damage.
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    55 分
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