In today’s rapidly evolving workplace, the “Sharing Power” theme is gaining traction. But what does it mean to share power, really, and how are organisations implementing this idea?
We recently conducted a survey to explore these questions, and the results offer fascinating insights into the challenges and opportunities of power sharing in modern organisations.
Defining “Sharing Power”
Our respondents painted a vivid picture of what power-sharing should look, sound and feel like, when applied:
• Empowerment and Agency: Many emphasised the importance of allowing everyone to be an agent of change
• Inclusive Decision-Making: Broad participation in decision-making processes was a recurring theme
• Collaboration and Shared Responsibility: Terms like “pitching in” and “working in roles for a limited time” highlighted the importance of teamwork and responsible curiosity.
One respondent beautifully summed it up as being “much better connected in mind, spirit and soul”
The Reality of Implementation
While the vision is inspiring, the path to implementation is often rocky. Our survey revealed several key obstacles:
1. Organisational Culture and Leadership Resistance: Many cited C-level resistance and a “colonial mindset” as significant barriers
2. Structural and Procedural Barriers: Existing organisational structures often impede genuine power-sharing efforts. It feels like these structures, even if they sometime allow for voices to come up, do not allow for broad participation in decision-making processes.
3. Skills, Knowledge, and Readiness Gaps: Different knowledge levels, untrue limited assumptions lived as true, and lack of best practices were common challenges
Efforts and Outcomes
Respondents shared various strategies they’ve employed to overcome these obstacles:
• Implementing role-based ways of working
• Fostering a culture of accountability
• Focusing on clear communication and expectations-setting
The results? Mixed, but promising. While many described their efforts as “a work in progress” or “not satisfactory… yet!”, there were also reports of localised successes and positive feedback.
The results overall underscore the experimental nature of many power-sharing initiatives, with organisations and individuals learning and adapting as they go.
They also highlight that meaningful change in power structures is a long-term process.
Looking Ahead
Despite the challenges, the survey revealed a strong commitment to the idea of power-sharing. Many respondents outlined ambitious goals for the next six months, including:
• Professional growth and development
• Business expansion and scaling
• Implementing inclusivity and diversity initiatives
These goals reflect a desire not just for personal growth, but for creating more equitable and effective organisations, organisation that are also living what they preach!
Key Takeaways
1. “Sharing Power” is a complex process that requires tailored approaches, patience and persistence.
2. Successful implementation often starts with small, localized efforts before scaling up. It also needs a genuine will from the initial decision-makers to let go of some degree or form of power at some point.
3. Clear communication and expectation setting are crucial for overcoming obstacles.
4. Sharing Power means the organisation is a welcoming place and psychological safety and psychological freedom are non-negotiable.
5. There’s a strong need for more examples and best practices in this area.
Are you interested in diving deeper into “Sharing Power” strategies and see where to get started? Subscribe to our newsletter for exclusive content, including:
• A starter exercise: ‘The Sharing Power’ Wheel. If you are already subscribed, ask for the pdf here.
• Group workshops to explore assumptions that are stopping you from sharing power (or claiming it?) (Express your interest here)
• 2 coming courses in Spring 2025 to turn yourself and others into a Thinking Environment, which is a foundational condition to implement a power-sharing strategy. (Express your interest here)
Join us in exploring how we can create more equitable, effective, and encouraging workplaces.
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