It's not a bad word, but it's often misunderstood: Authority. Some people have it. Some people abuse it. Some people assume it means they are smarter, better, and more qualified than others. We experience it in many forms and functions 24 hours a day, 7 days a week. In business, we present it through organizational charts and leadership hierarchies that we hope produce clarity and productive workflow - yet many times, we miss the mark of effective leadership while brutally overestimating our impact based largely on a position. Someday, I'll write a book on these tensions, and how leaders must come to grips with what types of authority they do or do not have. Mine's been a painful journey some days - maybe yours has been as well.
WHAT AUTHORITY IS NOT
I will outline 5 spheres of authority that we operate in shortly. But first, let's address some of the myths commonly associated with it. Authority, at times, can be neither qualifiable nor quantifiable. That's a scary premise but it's true - I'm sure you can think of individuals who have the given authority to do or complete something, and you're uncertain if they are actually qualified for it. (let's try to leave political leaders out of the discussion, for now) Authority is typically not well executed nor received when the delivering individual lacks an awareness of the authority of the recipient. Authority is not universally agreed upon - different organizations, governments, cultures, divisions etc. all ascribe to realms of authority with different values and purposes. I, for example, am able to acknowledge that the King of England has a realm of authority, but not in direct impact or effect on me. Spheres of authority that once seemed more objective and absolute, are more recently under cultural scrutiny and being "canceled." But even when canceling another's authority, we surrender ourselves to a new one automatically - even if that authority is ourselves.
5 SPHERES
For the sake of discussion related to business, the first 3 areas I list require our greatest attention, though the impact of the other spheres is just as relevant in many situations. In part one of this tool, we'll look only at their function and benefit. These spheres of authority include:
Positional Authority
Experiential Authority
Relational Authority
Governmental Authority
Spiritual Authority
Positional Authority: One of the simplest to identify - it's what you print on your business card. Titles and roles that are typically housed in an organizational hierarchy allow for the execution of decisions, promotions, discipline, and maximize efficiency. Common distinctions like the manager, executive, team lead, and supervisor all orient around top-down power and management. Some position authority is simplified between two parties such as Teacher and Student. In every application, the position dictates a measured permission to act and execute SOLELY based on the title or role.
Experiential Authority: when you're the master of your trade, skill, process, task, etc. you have authority that grows with time and excellence. It's the battle-wounds from having worked hard to be great, owning mistakes and learning from them, and having the fortitude that comes from weathering storms that make experiential authority so valuable. There's no way to hurry or expedite this realm. You can't get by trying things faster - it takes time to prove and earn merit and admiration from peers. So, it's uncommonly found until age and maturity have their way of developing it.
Relational Authority: the equity developed between people and organizations over time that often resembles trust, commitment, and support. Enormous amounts of emotional engagement and shared experiences contribute to the type of authority that matters most when your back is to a wall and you need someone to strengthen your resolve. While it does grow organically by way of "working together," it often needs to be cultivated by mutual commitments to deepening and developing. (a unique story on this is Part 2)
Governmental Authority: can be synonymous with positional authority at first glance, always originates by an appointment either by vote, selection, or another executive transference. Individuals with governmental authority use the established law as their source for all actions and interactions. This realm does not always use hierarchical order for its execution, and is in constant and vivid conflict with other spheres: ie a traffic stop for a speeding violation permits a governmental authority (police officer) to execute an action regardless of the positional authority (CEO of business for example) of the offender.
Spiritual Authority: dependent on a variety of complex factors including belief systems, cultures, relationships, and faith constructs. We most commonly attribute this to a type of positional authority (priest, pastor, teacher) but shouldn't disconnect the position from the association with a supernatural or divine appointment. There is a commitment to not exercising authority AS as the divine influence, but in cooperation with or instrument of. Some would see the Bible as a form of authority, that should take a significant place in our understanding of ethics and social constructs.
Comments