Grab On to Hot Problems

In majority of business firms, the people who occupy the most powerful positions are those who are identified as having the solutions to pressing organizational problems. Similarly, people associated with breakthrough developments in the company tend to become the most powerful executives. The breakthrough development does not necessarily need the glamour of a flat-screen television receiver or a sports car. For example, if top management in your company projects that most of its profits will soon come from overseas operations, see if you get assigned to the international group.

Closely related to grabbing on to hot problems is that a unit within the organization acquires power because of its centrality. A unit has high centrality when it is an important and integral part of the work done by another unit. The second unit is, therefore, dependent on the first unit. A sales department has high centrality, whereas an employee credit unit has low centrality. In short, if you want to increase your power as a leader, you are better off moving to the hub of activities.