Professor of Organizational Behavior at Stanford University
Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of thirteen books including The Human Equation: Building Profits by Putting People First, Managing with Power: Politics and Influence in Organizations, The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, as well as more than 120 articles and book chapters. Pfeffer’s latest book is Power: Why Some People Have It—And Others Don’t . Pfeffer is the recipient of the Richard I. Irwin Award presented by the Academy of Management for scholarly contributions to management and numerous awards for articles and books.
Pfeffer's agenda-setting writing has appeared in a number of forums. Since 2007, he has written a monthly column providing career advice for Capital, a leading business and economics magazine in Turkey and, more recently, a blog for the Corner Office section of BNET (CBS Interactive). Pfeffer has appeared in segments on CBS Sunday Morning, 60 Minutes, and CNBC as well as television programs in Korea, and has been quoted and featured in news articles from countries around the globe.
Pfeffer currently serves on the board of directors of the for-profit company Audible Magic as well as nonprofits Quantum Leap Healthcare and The San Francisco Playhouse. In the past he has served on the boards of Resumix, Unicru, and Workstream, all human capital software companies, and SonoSite, a company designing and manufacturing portable ultrasound machines. Pfeffer has presented seminars in 34 countries throughout the world as well as doing consulting and providing executive education for numerous companies, associations, and universities in the United States.
Here are some commonsense, yet often violated, rules about power that can help make you more successful--and, even better, equip you to cope with today's organizational realities:
You need to take care of yourself. Companies have been telling employees this for decades. The implication: don't worry about the company, because it isn't worrying about you. You are responsible for attracting the support that will make you successful and building your personal brand. Companies (and many people) worry more about what you can do for them in the future than what you have done for them in the past. VC partners who have made their colleagues billions are thrown out unceremoniously. Same for law partners, management consulting partners, public accounting firm leaders. Don't expect thanks for all you have done for your company or your colleagues in the past. Your job is to ensure that you are useful--through your role, the resources you control, your contacts and network, your reputation--to those around you as they contemplate their future. The minute you aren't, your influence will be either gone or substantially diminished. Perception is reality--so get a public relations strategy and get help where you need it. I...