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  • #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
  • #3 The 150% Principle: Why Leaders Must Carry More Than Half the Responsibility

    #3 The 150% Principle: Why Leaders Must Carry More Than Half the Responsibility
    2026/11/03
    • What ‘taking responsibility’ really means for anyone with more rank • Why leaders are the worst judges of their own impact • The difference between intent and impact — and why it matters • Real coaching examples: the pausing leader and the “ideas person” CEO • AGALA: a five-step framework for repairing ruptures • Why ‘two consenting adults’ ignores real power gaps • How this principle applies beyond the workplace, including parenting Dr. Vinay and Dr. Paul unpack the ‘150% Principle’: in any relationship with a power differential — boss/employee, teacher/student, parent/child — the person with more rank doesn't just share equal responsibility for the relationship, they carry more of it. Drawing on coaching case studies (a leader whose ponderous pauses bred anxious speculation, a CEO whose brainstorming was mistaken for orders), they explore why those in power are structurally the worst judges of their own impact, and why asking for feedback — not just accepting it — is a discipline of leadership, not an optional nicety. They introduce AGALA, a five-step framework for repairing ruptures (Acknowledge, name the Gap between intent and impact, Apologise, share the Learning, Ask what's missing), and close by extending the principle beyond the boardroom — to parenting, and to why "two consenting adults" is a myth when a real power gap exists between them.
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    35 分
  • #2 The Power Battery: Where Does Personal Power Come From?

    #2 The Power Battery: Where Does Personal Power Come From?
    2026/11/03
    • The five internal sources of personal power: knowledge, expressiveness, history, attraction, character • Why knowledge is more democratised than ever — podcasts, free courses, and AI • How expressiveness helps you find your voice, and other people's • The double-edged power of relationship history • Building rapport and attraction even without natural charisma • Why character and consistency earn long-term trust • A real story of blended-family cooperation in action Dr. Vinay and Dr. Paul explore where personal power actually comes from — not the power handed to you by a title, but the power you build from within. Using the metaphor of a ‘power battery’, they break down five internal sources: knowledge (increasingly democratised by podcasts, free courses, and AI), expressiveness (the ability to give voice to what others can't yet articulate), history (the accumulated weight of long relationships, for better or worse), attraction (the rapport that draws people toward you, whether natural or built), and character (the consistency and honesty that earns trust over time). Drawing on stories from coaching, therapy, and their own personal lives — including a moving example of blended-family cooperation — they make the case that most of us outsource our sense of power to circumstance, when in fact the biggest lever is the one we can charge up ourselves.
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    38 分
  • #1 Introduction to all Things Power: Why We Avoid Talking About Power | The Psychology of Leadership and Influence

    #1 Introduction to all Things Power: Why We Avoid Talking About Power | The Psychology of Leadership and Influence
    2026/11/03
    • Why power is often called “the last taboo” • Power over, power with, and power to — three core dynamics explained • Personal power vs. role power vs. social status power • A first look at the power paradox and why leaders get stranger as they rise • Introducing the 150% principle for high-rank relationships • Real-world examples from couples therapy and a corporate power struggle • The mission behind The Power Compass podcast In the opening episode of the Power Compass podcast, Drs. Vinay and Paul explain why they're devoting a whole series to power — a topic they argue is harder to talk about than sex, precisely because most of us first experience it as something used against us. They introduce the foundational distinctions the series will return to again and again: power over, power with, and power to; personal power versus role power versus social status power; and give a first preview of two ideas explored later in depth, the power paradox (how gaining rank quietly erodes empathy and self-awareness) and the 150% principle (why those with more rank carry disproportionate responsibility for a relationship's health). Using examples from couples therapy, a corporate team caught between formal and informal authority, and their own coaching work, they lay out their mission: to make the normally invisible dynamics of power visible, so people can wield it — over others, with others, and toward a purpose — more consciously and skilfully.
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    29 分
  • #14 Building Teams That Share Power

    #14 Building Teams That Share Power
    2026/10/31
    • Why executive teams are often “over-challenged individually, under-challenged collectively” • Purpose: defining what only this team, not any individual, should be doing • Norms: the single most predictive factor of team effectiveness in real research • Membership: the surprising number of teams that can't agree who's actually on them • Decision-making: why divergence must come before convergence • Learning: why teams need to pause and reflect on themselves, not just their work • Why the best use of a manager's power is often to step out of the centre Drs. Vinay and Paul argue that most executive teams are “over-challenged individually and under-challenged collectively” — talented people who never truly function as a team. They outline five foundations for a team that shares power well: a clearly defined shared purpose distinct from individual work, agreed norms for how members will engage (the single most predictive factor of team effectiveness in one major study), clear membership boundaries, a shared process for decision-making (divergence before convergence), and regular team-level learning and reflection. Real stories — a mystery attendee at an executive meeting, organisations removing layers of management entirely — illustrate why the best use of a manager's power is often to step out of the centre and let the team's mission lead.
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    36 分