Traits of the Highly Successful by David Rohlander, The CEO Code: Create a Great Company and Inspire People to Greatness With Practical Advice from an Experienced Executive. Studying the traints of those who achieve mightily can yield lessons for those seeking to climb the ladder of business, politics, military and research. David Rohlander has met a large number of successful people and been a high achiever in a variety of fields, and that knowledge has been transmitted in his new boo, The CEO Code. Respect and Power: Power is a real and necessary part of all relationships. Power is much like money, in that both can be used for good or evil. !e choice is yours and is dependent upon your personal values. !ere are many forms of power; let’s brie:y review a few. John French and Bertram Raven developed a useful model for power back in 1959. Our discussion is based on their views, as well as the work since the 1960s of many people, including Paul Hersey at the Center for Leadership Studies. Dr. Hersey is the originator of Situational Leadership, which he considers to be merely common sense. He also believes that leadership is simply in:uence. Power is one of the ways we in:uence others, and everyone has one or more forms of power. Power can derive from a person’s position or personal attributes. Legitimate or positional power comes from the title, position, or rank a person has in an organization. !en there are two other types or groups of power; one group is based on personal attributes, while the other is o5en referred to as formal or organizational power. Formal power may be broken into several areas that include reward power, connection power, and coercive power. Reward power is the ability to in:uence, control, or bestow rewards upon others. !is may be as elementary as assigning parking spots or determining annual bonuses. Connection power usually has political, family, or special relationships that provide the source of the power. It can be referred to as the “good old boy network,” the fraternity connection, or simply knowing people well because of your work group or discipline within a company. The last is coercive power. !is is well discussed in Machiavelli’s "e Prince. As the word coercive implies, it is the dark side of in:uencing people to do what you want them to do: “I’ve got a deal you can’t refuse.” www.DavidRohlander.com