I was listening to Joe Rogan this weekend when I was struck by one of his comments. I’m not a Rogan fan per se but he shared one line that I loved: “People suck at power.”
Amen. You don’t have to look far to see this in action. Religion, politics, corporations—wherever there’s power, there’s also the potential for it to go wrong.
Leadership, at its core, is about balancing the weight of power without letting it crush you. And the truth is, most people fail that test. Why? Because holding power without letting it hold you takes relentless self-awareness and discipline—qualities that are all too rare.
Where we see this the most often is in people’s over-identification with their job title. The “Intern” has less power than the “Senior Vice President” on paper, but in reality we are two people of equal value. The paper power matters to most, however, and that usually results in a relationship dynamic that manifest in-person. Who is more likely to be nervous when they meet at the mall on a Sunday? Clearly the intern. But why? We are two people, walking through the world, trying to be useful. Why does my job title remain with me outside of work? This identification of our worth through our job title is unfortunate, but we have all fallen into this trap. It’s worse when leaders do it.
One of the greatest traps for leaders is making power about themselves instead of their mission. The moment power becomes about your fame, your control, or your legacy, you’ve lost what leadership is all about. Leadership isn’t about being known—it’s about making an impact.
American CEOs could learn a lot from their European counterparts. European leaders often approach power with less focus on personal fame and more on collective outcomes. They’re not interested in the spotlight; they’re interested in empowering their teams and delivering results. That’s a mindset worth adopting.
Power struggles aren’t just a C-suite problem. Look at middle managers who, after years of feeling overlooked, finally gain authority. Some fall into the trap of micromanaging or becoming harsh, trying to prove their capability. Power itself isn’t bad, but when it’s used to validate your ego, it’s misused.
Staying Grounded as a Leader
Here’s how leaders can wield power effectively—without losing themselves:
Stay Humble
Surround yourself with people who will challenge you when needed. Humility doesn’t mean downplaying your achievements; it means recognizing that leadership is about service, not status.
Delegate Power
Leadership isn’t about doing it all. It’s about empowering others to take ownership and excel. Delegating power strengthens teams and keeps you from falling into the micromanagement trap.
Listen and Remain Open-Minded
The higher you rise, the more distant you risk becoming from reality. Actively seek out diverse perspectives and avoid echo chambers. Good leaders aren’t afraid to change their minds when presented with new evidence.
Remember Your Role (Not Your Title)
Leadership is a responsibility, not a spotlight. Your job is to guide, inspire, and create a culture where people thrive. Fame, if it happens, should be a side effect—not the goal.
The best leaders understand the weight of their influence. They use power to lift others up, not themselves. They stay focused on the mission, not the accolades. Power, when used wisely, transforms organizations and lives. When misused, it’s destructive.
Leadership is a constant balancing act, and power will always test your equilibrium. The key is staying grounded, remembering why you lead, and ensuring power serves the mission—not the other way around.
Elsewhere In Culture
Sonos CEO Patrick Spence is leaving following bungled app update
The challenges at Sonos offer a striking example of how workplace culture shapes a company’s ability to navigate crises and maintain trust. A buggy software update may seem like a technical misstep, but its impact reaches much deeper, revealing cracks in how teams collaborate, prioritize customer experience, and adapt to setbacks. For a brand like Sonos, whose reputation hinges on seamless reliability, this incident underscores the importance of cultural alignment around quality and accountability. Patrick Spence’s departure after eight years suggests a broader cultural reckoning—an opportunity for the company to reevaluate how leadership, communication, and innovation are interwoven to deliver on its promises.
This story serves as a reminder that culture doesn’t just affect internal dynamics; it’s visible to customers in every interaction, from product performance to public responses during crises. Interim CEO Tom Conrad’s acknowledgment of customer frustrations is a step toward transparency, but recovery will require more than words—it demands rebuilding trust through actions that demonstrate alignment between promises and outcomes. Workplace culture must empower employees to anticipate and solve problems proactively, ensuring teams are united around a shared commitment to excellence. For Sonos, this isn’t just about fixing bugs; it’s about embedding a culture that ensures every product and decision reflects the company’s core values, fostering resilience and long-term loyalty.
JPMorgan Workers Ponder Union in Wake of Return-to-Office Mandate
PMorgan’s decision to mandate a full return to the office reveals a dangerous blind spot in how leadership approaches workplace culture. It’s not about where people work; it’s about how they feel when they’re working. When employees feel forced into a structure that doesn’t reflect their needs or the realities of a post-pandemic workforce, the result isn’t loyalty—it’s resistance. Reports of unionization talks at JPMorgan echo what we’ve already seen at Wells Fargo: when leadership ignores the voice of their people, employees will find ways to be heard. Mandates like this don’t foster accountability; they undermine trust and engagement, the very pillars of a high-performing culture.
What JPMorgan may not realize is that flexibility and autonomy are no longer perks—they’re expectations. Leaders who cling to outdated notions of “presence equals productivity” are missing the bigger picture: a culture where people feel valued drives results, not one where they feel monitored. If the goal is collaboration, innovation, or mentorship, those outcomes require trust and clear communication, not mandates that alienate the very talent you’re trying to develop. Jamie Dimon’s move might secure short-term compliance, but at what cost to morale, retention, and reputation? In the race for talent, the companies that win will be the ones who understand this simple truth: culture isn’t where you work—it’s how you work together.
Innovation, inclusion, and the future of work — all in one conversation.
On last week’s episode of Culture Leaders Daily, I sit down with Dr. Guy Diedrich, Cisco’s Global Innovation Officer, to explore how they’re powering an inclusive future for all.
Guy shares how Cisco is:
✅ Transforming nations through their Country Digital Acceleration program
✅ Preparing the workforce for the AI and quantum eras via the Cisco Networking Academy
✅ Using trust and shared vulnerability as the foundation for groundbreaking innovation
From helping foster kids in Houston land jobs at NASA – National Aeronautics and Space Administration to connecting rural communities to life-saving healthcare, Guy’s insights reveal what it takes to lead with purpose — and profit.
Leaders, this one’s for you. Listen now!