NEED TO ACHIEVE or NEED FOR POWER

One of my favorite courses in college was Entrepreneurship. There were a number of experiences that stood out, especially helping local small businesses. However, one of the most germane topics we studied was human behavior and what drives leaders.As leaders we deal with people everyday. Understanding them is challenging and at the same time gratifying. The more we understand those we interact with the better the results for everyone. Ideally we could quickly and easily categorize those we meet. This is not possible. However, there are signs we can look for that will guide us in our quest to understand and lead others. Armed with this information we make better decisions about whom to partner with and whom to trust.

One author I still remember reading in college was David McClelland. He was a Harvard professor that wrote much on two types of leaders-those with a strong Need for Power and those with a strong Need to Achieve. The two are VERY different. While it is a gross oversimplification to divide leaders into only two classifications, this approach is enlightening.

As I witness the gridlock in Washington it becomes very clear what motivates most politicians-Power. They seem to want as much power as possible and, in many cases, at any cost-to the point of arrogance. It takes a particular kind of person to thrive in this environment: Always watching your back, focusing more on the “who” than the “what”, being satisfied with inaction if it sustains or increases power, demanding that others respond to you but not the other way around and so on. There seems to be so much non-value time spent protecting turf and posturing. Spin becomes an art form-no matter the truth. Such is politics-whether in Washington or in any politically charged organization, anywhere.

In many ways this is exactly the opposite type of behavior demanded by todays fast paced, proactive/reactive business world. Business leaders need to face forward (not watch their back), focus on improving, expect and initiate rapid change, dwell on the “what” instead of the “who”, serve their employees, and so on. Time is valuable and there can be no tolerance for non-value added time spent. Demanding the truth, helping others grow, listening and negotiating with an open mind no matter the constituency, always looking for a better way and holding oneself and others accountable are requirements for a well run, competitive company. These are not necessarily valued behaviors in a political organization, but are in companies that are focused on achieving-first and foremost. Businesses burdened by politics will not win in the end. The achievers will always beat the power hungry.

Given the same set of facts, very different decisions will emanate from a leader with a strong Need for Power than from one with a strong Need to Achieve. The former is about the “who”. The latter is about the “what”.

Who would you rather work for? Who would you rather be?