Three Reasons to Use Power
In my earlier post, For Leaders, Power is Part of the Job, I argued that power in nonprofit and arts leadership is too often downplayed, avoided, or disguised as consensus-building. But power—real power—only matters when it's used. It’s defined not by titles, but by decisions and consequences. And in moments of uncertainty, leaders are judged by what they’re willing to risk, take responsibility for, and move forward.
Now, I’m shifting from theory to practice. Here are three specific moments when it’s not only acceptable, but necessary, to exercise executive authority—and why doing so can strengthen your leadership, your organization, and your credibility.
1. In a Crisis
When COVID-19 hit, I was running a performing arts center. Information was scarce, fear was rampant, and decisions had to be made about student and staff safety. Fast.
In those early days, I had to shut down in-person work, cancel performances, and pivot programs. Consensus wasn’t an option. Leadership meant choosing fast and standing by the consequences.
Consider this: According to a 2021 McKinsey report, 71% of employees said their organization's leadership needed to act faster during the early months of the pandemic—but only 37% said that happened.
In this case, clarity saved lives—and institutions.
2. To Break a Stalemate
Organizations love to defer, delay, and delegate tough calls. I once faced a long-standing standoff about whether a classroom could double as a performance space. One group said no. The other pushed yes. No one wanted to decide.
So I did.
Was there pushback? Absolutely. But better clarity and conflict than stagnation. As Into the Woods says, “If the end is right, it justifies the beans.”
Sometimes the best use of executive power is to break the loop and move forward—even if people complain. You’ll deal with the fallout better than you’ll fix a culture of indecision.
3. When It’s Your Job
You know the phrase, “That’s above my pay grade”? Well, some decisions are exactly your pay grade—and no one else’s.
During the pandemic, I had to choose which staff to furlough. These were real people, with families and rent and dreams. But the budget didn’t lie. That decision wasn’t something I could crowdsource.
Power isn’t always glamorous. Sometimes it’s heavy. And lonely. But leadership means owning it anyway.
A Harvard Business Review study found that CEOs who avoid hard decisions are 2.5 times more likely to be rated poorly on leadership effectiveness.
Claiming power isn’t about dominance—it’s about accountability. And yes, sometimes it means stretching the limits so the people who follow us have a broader field to lead from.
