Power & Negative Influence

Power and the negative influence that many in power evidence has always bothered me. As a kid growing up in Chicago, I remember that I not only would not be intimidated by bullies but sought them out and took them on. If you were family or friend, I fought on your behalf. No problem, and as I grew, so did my reputation. I do not know why but standing up against inappropriate power and the characters that acted this way seemed to be my calling. Apparently, I someway somehow knew that power misused had to be stood up against. I did so without knowing why, except that it is what I felt, and acted accordingly.

As a young entrepreneur, I led and trained people that worked for me, and I believe I never used my powers to push or harm them. In fact, I do not remember using my power and influence in any way other than to assist them to be as good as possible with children. If an employee refused to grow, and the way they worked demonstrated this, I made it easy for them to quit. I made it clear that it was “grow or go,” always in respectful ways. I never knowingly used my powers to harm another.

In 2014 I decided to write a book on “Leadership, Power & Consequences” and spoke with several people that worked for me as long ago as the 1950s. I heard that many saw me as a “role model.” I asked why, since I do not remember asking anyone, “what kind of leader am I?” I did what events called for me to do, and never do I remember wondering if I was a good leader or a bad one. Would it have made a difference? Maybe and maybe not?

When I worked with other leaders of businesses (professional and otherwise) and their “Inner circles,” I witnessed that Leaders often were the problem to the answers they sought with their key people—Was this me as a leader? In other words, was it the way that leaders spoke, looked, and shared the feelings that came out of them as leaders? This led to years of study and the realization that leaders, whether good or bad, make the most significant difference in how organizations function.

Why I am, who knows? ———-But I become regardless————I play the cards dealt.

Author: Sy Ogulnick

Sy Ogulnick received a BA from UCLA, Teacher’s Credential from Los Angeles Board of Education and completed phase I (Master’s portion) in a Doctor of Behavioral Science program at California Coast University. Sy leased and operated a summer day camp in LA. He and his wife then purchased virgin wilderness land in Northern CA, where they built and operated a coed summer camp. They moved to Las Vegas, NV, and purchased, built and operated a community children’s program for families staying in a major resort casino in Las Vegas. They have created programs for children nationwide that employed many people and in the process developed successful training programs for personnel. This led Sy to lecture on how to train staff and the creating of community within the workplace. Sy was then invited to speak at professional conferences on how best to hire and train employees, which led to his becoming a consultant in the art of improving relationships in a work environment and eventually to his epiphany that “Leaders are the primary problem and the answer to the personnel issues that arise in the workplace.” Sy has written numerous papers on the subject of interpersonal relationships, leadership and power. He has lectured throughout the United States, has been interviewed by the media and has appeared on many radio and TV talk shows

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