It’s often said that power exists where it’s meant to be used, and nowhere is that more true than in the workplace. Yet, it’s a dynamic many of us only truly notice when our role shifts.

As an Individual Contributor (IC), I was focused on my work and bringing my authentic self to the table. I saw some colleagues adjusting their behavior based on who was around, but to me, it felt like a minor distraction. My priority was simply showing up as I was.

The shift happened when I became a manager. Suddenly, the mirror turned. I started noticing a subtle, yet undeniable, change in how people interacted with me. This small layer of privilege I now held altered the social landscape.

Over time, this awareness deepened into a surprising realization: power dynamics aren’t just about the manager-employee relationship. I observed how even very experienced people would leverage the power of those in privilege, not always in a toxic way, but simply to get things done.

At first, I viewed these interactions as something the “abused” party needed to be more aware of. But the more I watched, the more the full weight of the power dynamic dawned on me. It became clear how easily it can be used or abused.

In an unhealthy environment, these dynamics lead to visible issues: people taking unwarranted control of meetings, backstabbing, or demeaning colleagues. These actions are a symptom of a core problem.

However, in a healthy work environment, where the culture is maintained rightly, this power isn’t problematic; it’s simply structure. In these places, power dynamics don’t get abused; they are a necessary part of organization that is mitigated by respect, transparency, and accountability.

The takeaway? We all have some form of influence at work. True leadership lies in making sure that influence is used to uplift and organize, not to control or undermine.