What is the power gradient?

By Jamie MorleyFebruary 3, 2022

This is not a question I would have asked myself previously. To me, power was almost a dirty word that I didn’t like and still don’t like. Yet, the more I read about it and the more I reflect on interactions, there is always a power gradient of some sort at play. If we recognise what that is then we can consider how to adapt our communication appropriately.

So, what exactly is a power gradient?

This is a term I cam across while reading a book called Lessons in Leadership by L. David Marquet. He describes the power gradient as follows:

“The power gradient is the amount of social distance there is between one person and another. It is the feeling of how much more important people are upwards in the next tier of the hierarchy and how much more important we are than the people below us.”

I think this starts to get us thinking about the situation we are in and the effect it has on our communications. Some people might think, great that means I have power and I can get people to do what I want them to do.  Unfortunately there is a serious downside to the power gradient being high. The amount of information that flows up is directly proportionate to the power gradient. A steep power gradient means very little information will flow upwards. This leads to a lack of understanding about what really is going on in those roles and at the coal face of the practice. There will not be a free flow of ideas, of things that are working, or things that are not as people will not feel they are in a position to give this information. There are many examples of situations where this has had disastrous consequences. Often quoted are examples of co-pilots in air accidents not speaking up early enough to the captain because of the power gradient that existed. If they had spoken up the crash could well have been prevented. Since these crashes airlines have gone through significant training and cultural changes to flatten the power gradient and ensure this doesn’t happen. The impact and consequences for the practice and a business of not having the free flow of information can be highly significant and can paralyse any ongoing improvement, development and change, which can ultimately lead to failure of the entire business or practice.

So, what drives that power gradient upwards?

The reporting structure is the first part. If you are speaking to someone who is your manager’s manager, the power gradient is higher than when you are speaking to your manager and higher again than speaking to a peer. In dental practices the number of levels is typically not that big but within corporates this obviously can be significant. Even one level of reporting creates a power gradient.

Knowledge is something that creates a power gradient. In many dental practices this is a big dynamic. Many principals know the practice in detail seeing as they created and built it. Not only that, but they have a high level of formal education to have become a dentist and in some cases a specialist. Then, if a team member is new and the principal has been there 10-15 years or more they have the pure experience and what they have learnt from this. I really notice this when I talk to associates, many of whom express their reluctance to speak up and give an opinion in the early days of being at a practice. Yet, it is at this point when you want new people to speak up as they have fresh perspectives and will be able to see things that people who have been in the practice for a long time just cannot see.

Consequently, there may be quite a significant power gradient at play if you are the principal of the practice. You may not be aware of it or don’t believe that this is the case. Looking back I know there was quite a steep power gradient at play when I was General Manager at Align, even though this was the last thing that I wanted, but my position and knowledge at that time meant that this was the case.

The first step is acknowledging that this is the case. As the leader and the person in the position of power we are less likely to be aware of this. If you are the person communicating up the power gradient you will be more aware of it.

If we are able to acknowledge there is a power gradient at play then we can look at what we can do to flatten the power gradient:

Be accessible. Reduce as many barriers as possible, both physical and emotional that put barriers in the way of people speaking with you. This is difficult when you are in surgery, but there are ways of ensuring you are accessible. For example spending time with the team over lunch. Having 1:1s with your key team members.

Reduce authority. As an example, rather than saying I have been running this practice for 10 years or I have a special accreditation or I am the owner (reinforcing your authority) say something like, I really want to hear your opinion on this, you are new so you will be able to see this with fresh eyes and so your perspective is really important.

Observe and describe rather than judge. Judgement places one person in a superior position to another. Try to use observation rather than judgement. If judgement is required, judge the work, not the person. E.g. rather than ‘you were terrible with that patient’ say ‘your interaction with that patient wasn’t very good’.

You don’t always know the answer. Be willing to say ‘I don’t know’. You may believe you always know, but often the reality is that you don’t actually know what the answer is or what the right decision is. Saying this and asking for input shows you are vulnerable, don’t know everything and want to hear other view points. On the contrary always knowing the answer only steepens the gradient.

Share of voice. Consider your share of voice in meetings and other interactions. How much of the time are you speaking versus others in the team. Lowering your share of voice lowers the gradient. Increasing it steepens the gradient. If you are speaking all the time a higher power gradient will be at play.

Be totally present with the intention of being equal. Go into interactions with the intention and frame of mind that you are equal human beings. That their opinions are just as valuable as yours. It doesn’t mean you do everything they suggest. It means though that their voice is equally as valued as yours.

So, what power gradient is at play and how can you flatten it?