FUQ! why now?
Power Isn’t Just What You Use – It’s When You Use It
FUQ! why now?
Power Isn’t Just What You Use – It’s When You Use It
FREQUENTLY UNASKED QUESTION – WHY NOW?
Most of us watch leaders and ask what they’re doing.
The more curious among us ask why they’re doing it.
But the question that really reveals power is: why now?
Timing isn’t a footnote to power – it’s the quiet lever that shifts the whole dynamic. We tend not to talk about it because it’s easy to miss. But it’s often the difference between leading the agenda and chasing it.
Consider this scenario: You announce a 100% tariff hike on a critical import – not during the negotiations, but weeks before a visiting leader steps off the plane. With that single move, you change the shape of the upcoming meeting. The visitor no longer arrives to debate policy; they arrive to ask for relief.
That’s not an accident. That’s choreography.
Through the French & Raven power-base lens, this is textbook Legitimate power – the authority that comes with the role – sharpened by Coercive power: you create pain before the other party has a chance to argue. It’s the difference between threatening to raise tariffs at the table and raising them before the table is even set. One approach starts a debate. The other dictates the terms.
There’s often a dose of Referent power at play – the cultivated aura of charisma, popularity or defiance – and the usual claims of Expert power (whether deserved or not). But the real pivot here is timing. It shifts the psychological terrain before anyone opens their mouth.
Most of us recognise these moves when they hit the headlines, but we rarely stop to name them – making the invisible visible matters because until we do, we’re reacting on instinct rather than intention.
Influence, at any level of leadership, demands all our faculties: an awareness of power dynamics, the emotional intelligence to read the room, and the discipline to decide when to act – not just how.
We use scenarios like this in leadership workshops. These models aren’t abstract theories that live in slide decks for a few hundred people in the mining sector. They’re live demonstrations of power in action on the world stage – and the lessons are no less relevant to anyone running a team, a function, or a company.
Take-outs for HR and Leaders
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Name the power at play.
If you can’t name the power base you’re using, you’re probably using it unconsciously. Unconscious power is risky – it’s more likely to damage trust or escalate conflict. -
Consider timing as a strategic choice.
Too often, leaders focus on the message and ignore when they deliver it. A well-timed move can frame the whole conversation; a badly timed one can harden resistance before you speak. -
Balance power with emotional intelligence.
Power without EQ tends to coerce. Power with EQ seeks influence, respect and sustainable outcomes. It’s the difference between compliance and commitment. -
Help others see the invisible.
HR leaders, in particular, can create healthier cultures by making these dynamics explicit, helping managers recognise when they’re leaning on coercion or when they’ve left their timing to chance. -
Be deliberate about the tone you set.
You can use the same power base – for example, legitimate authority – in ways that either invite dialogue or shut it down. Timing and tone together signal intent.
Final thought:
Power isn’t inherently bad or good. It’s a tool. But like any tool, it can harm if used blindly. Leaders who learn to see the invisible levers – especially timing – have a better chance of shaping outcomes with integrity rather than brute force.
SIDEBAR: Power Moves – A Quick Diagnostic
When you see a puzzling or provocative move, pause before reacting. Run it through this lens:
Who holds what power?
Map the obvious (role, authority, resources) and the less obvious (relationships, reputation, expertise, timing).What’s the visible move?
Identify the specific action taken – announcement, decision, delay, concession, threat, silence.Why now?
Timing is rarely neutral. Ask what the choice of moment reveals about intent or leverage.What’s the underlying intent?
Is it to gain advantage, deflect risk, save face, signal strength, stall for time?Which powers are being used?
Consider French & Raven’s levers: legitimate, reward, coercive, expert, referent, plus less-formal ones like agenda-setting or information control.How will it land?
Anticipate both the immediate reaction and the longer-term relational impact – trust gained, trust eroded.What’s your smartest response?
Reacting on instinct often plays into their move. A deliberate response considers timing, tone, and the alliance you’ll need tomorrow.
