Power Struggles and Struggling with Power

25
Jul 2023
341
A man in a suit and cape is standing next to his shadow.

Author: Jesse Adams, MSc, President and Founder of Ember Experience  

Over the last year, I have noticed an interesting tension and unease arising in the leadership journey for many of my clients. The last several years have brought disruption, questions around privilege and identity, and challenged responsibilities for leadership and workplaces, all while facing severe strain (physically, emotionally, mentally, and culturally). At the root of this discomfort is the controversial topic of power. The question many are grappling with internally is some variation of “How do we lean into our power without asserting it over someone else?”.

Power has many forms; the “big three” that often come up in my conversations are:  

  • Privilege or advantage-based power
          - We may power hold based on various demographic, lifestyle or cultural factors (e.g. gender, race, religious ideals etc.) 
  • Positional or decision-making power
          - A result of our function in the organization (e.g., manager vs. staff, VP vs. manager).  
  • Expertise power
          - Perception that our education, credentials or lived experience may mean we “know” more” about a subject then another person.  

Let's focus on “positional power” because this one seems to be top of mind for folks in leadership positions to juggle and understand. 

These insights are presented to act as a guide or a mirror in helping you reflect on your leadership journey.

#1: Something that may be small in the moment can create big impacts down the line  

Leadership decisions, actions, or conversations with staff will usually result in a ripple effect through our people and the organization. By the very nature of the role, our words/choices/actions carry weight. The impacts can be very positive. Small actions like a thank you, recognizing staff contribution, or taking the time to listen to an employee’s concerns have a tremendous positive impact on staff empowerment, engagement, and motivation. However, the opposite is also true. These same small words/choices/actions can create chaos within an organization. I have seen multiple times where organizational priorities change, time is ineffectively used through constant rework, resources are wasted, or an increase in staff frustration, burnout and miscommunication. This is particularly true when expectations or the conditions of the meeting are not clearly set. In these situations, it’s common for staff to feel frustrated, confused, dismissed or unimportant.  

Insight #2: Ignoring the realities of power doesn’t equate to humility or strong leadership  

This insight is best illustrated with a personal example. I am someone who wants to always be supportive and walk beside the person I am interacting with, meaning I show up to interactions striving to be vulnerable, understand their experience and connect to the whole person. The last thing I want is to create a feeling that I am above someone, seeking to control them, or that I am better than the other person. In this pursuit, I have avoided and sometimes suppressed the reality of being the leader or “boss” of the organization. I end up approaching all leadership situations in a style that would be passive vs. assertive, or suggestive vs. directive as I thought it was “bad” to use these styles.  To read the full story click here.

Insight #3 Exploring the dimensions of power is empowering

We all hold power. Power is very contextual and can change depending on the environment. However, working to better understand different types of power we may hold, and the blind spots it creates, influencing our thinking and behaviours is a critical step to owning and focusing on it with intention.  

A few resources I have used to explore this paradigm are:  

Insight #4 Having compassion for yourself, and take responsibility is stepping into your personal power

The process for change will not be linear, it will be uncomfortable, and we will make mistakes. Although we can hold high expectations of ourselves, we need to remember we are human. Being a human is hard, and we will regularly experience unexpected obstacles, barriers, or challenges along our journey. Taking a moment to consider the context of why we did what we did and the factors that may have added to what we did, can help prevent us from spiralling in shame and open our willingness and own our role, take responsibility for what we can control, and act going forward.

Insight #5 Asking for help is a sign of strength

As humans, social connection is imprinted on our DNA. It is an integral part of our existence, survival, and ability to thrive. As leaders, there is an added pressure of “knowing the right thing to do.” Almost as if we inherit a title and all the knowledge and skills that are required to fulfill that role.  As much as we may think we can do it alone, at minimum it is not optimal, and at most we can’t. Seeking help, from a trusted peer, coach, or mentor, or inviting your staff into the reality that you are human too, will increase our capacity to change, reframe our perspectives, foster greater accountability, and enable us to fail more gracefully and productively.   

Honouring and respecting your power is about accepting responsibility for the wake and impact is has/leads to. As popularized in Spiderman “with great power comes great responsibility". Learning to lean in responsibly and using your power to empower others is the work all leaders need to do and explore.  our leadership journey. 



The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Marina Perkovic July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 
By Marina Perkovic July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
By Marina Perkovic July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
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