Rethinking power at work

Portia Hickey explains how understanding political capital helps you get things done

 

Power is often viewed as a dirty word. It tends to evoke images of hierarchy: corner offices, formal authority, exclusive meetings where decisions are made behind closed doors. We’ve also got public leaders wielding it in a way that makes most of us feel a little uncomfortable.

 

However, power can be a practical asset for everyone to use, not just those in higher-level jobs. It’s not a dirty word, but rather, something that ultimately helps you get things done. One of the most effective ways to do this is by reframing power as "political capital".

 

Dr Chris Moos, who teaches leadership at Saïd Business School and is conducting further research in this area, introduced me to the early research on Political Capital. This concept is not about wielding authority for its own sake; instead, it’s about using your power to accomplish tasks, make your voice heard, and drive positive change. "Capital" refers to the power you accumulate and deploy at work, and understanding which capital you have means that you can use it to be better at your job.

 

To make this actionable, I recommend thinking of political capital as consisting of two fields: structural capital (the official, institutional resources you can access) and human capital (the personal and social resources you embody and build over time).

 

 

Structural capital: formal levers of influence

Structural capital encompasses the official, institutionalised forms of power embedded in your role, your access to resources, and your formal authority. For example, a CEO or department head possesses structural capital by their ability to allocate funding, hire staff, or set organisational priorities. Control over strategic resources, such as technology, intellectual property, or key client relationships, also falls under this umbrella.

 

It is the capital most traditionally associated with leadership, characterised by clear levers such as decision-making rights, budgetary control, or regulatory authority.

 

But structural capital also includes the subtler ability to shape the "rules of the game", sometimes by defining policies or setting standards, and sometimes by quietly influencing organisational culture or unwritten norms. The head of HR designing a promotion pathway, for example, or the procurement manager selecting preferred vendors, wields a potent (if quiet) form of influence.

 

 

Human capital: the power we all build

In contrast, human capital is gained through the relationships, reputation, and expertise you build over time. You see it in people who collaborate and build their networks across departments, and nurture strong, reliable relationships at work. It is people whose input is trusted and whose judgment is valued, regardless of whether they hold formal authority.

 

Human capital also encompasses the specialist knowledge or distinctive skills that often distinguish someone as the "go-to" expert within their field. They might also be skilled at navigating workplace culture: reading the room, adapting to different audiences, and picking up on subtle cues that shape team dynamics.

 

By investing in developing your relationships, understanding the culture around you, and growing your expertise, you establish a kind of everyday authority that can drive progress and spark meaningful change, regardless of your official role.

 

 

Steps to leverage your political capital

Power is something everyone possesses in different forms. By recognising where your influence lies and considering what your organisation actually needs, you set yourself up to make a real difference.

 

To help you get started, reflect on these questions: 

• How well do I know ‘the rules of the game’ in my organisation?
• Do I influence policies, standards, or the way success is measured?
• Who do I rely on to get things done, and who relies on me?
• How am I perceived in my team and organisation? Am I perceived as a doer, a connector, or a problem solver?
• What skills or knowledge are most valued in my organisation? 

Mapping your answers will help you identify your strengths, pinpoint the gaps, and see where you can align your capital with the business’s greatest needs. Look for opportunities to put your capital to work - whether it’s building your network, taking on visible projects, or deepening your expertise.

 

By using your political capital (and encouraging others to do the same), you create an environment where your strengths can drive the business forward and ultimately do better work, leading to better opportunities for your career. 

 

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Portia Hickey is a workplace psychologist and founder of Thrive Matters, a platform that helps professionals solve their toughest work problems by connecting them with answers, insights, and advice from the world’s leading academics.

 

Main image courtesy of iStockPhoto.com and jacoblund