Power Relationships audiobook cover - 26 Irrefutable Laws for Building Extraordinary Relationships

Power Relationships

26 Irrefutable Laws for Building Extraordinary Relationships

Andrew Sobel and Jerold Panas

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Career & SuccessCommunication Skills

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Power Relationships
Network Strategy+
Initiation & Connection+
Nurturing & Deepening+
Essential Character Traits+
Client Dynamics+
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Quiz — Test Your Understanding

Question 1 of 10
According to the authors, what is the ideal approach to building a personal network?
  • A. Accumulate hundreds of contacts to maximize potential opportunities.
  • B. Focus on a small group of 12 to 15 dedicated people you like and trust.
  • C. Connect primarily with people who have already achieved high levels of success.
  • D. Build a network exclusively with people who share your exact skills and background.
Question 2 of 10
Why do the authors recommend including people who are dissimilar to you in your network?
  • A. It looks better to potential employers and clients.
  • B. It prevents your network from becoming too competitive.
  • C. It sets you up for personal growth and unpredictable future possibilities.
  • D. It ensures that you are always the smartest person in the room.
Question 3 of 10
How can you effectively strengthen a power relationship professionally, as demonstrated by financial advisor Richard Major?
  • A. By providing the most advanced technological solutions available.
  • B. By maintaining an aura of mystery and playing hard to get.
  • C. By making it your mission to help the other person accomplish their specific agenda.
  • D. By constantly reminding them of the benefits and services your firm offers.
Question 4 of 10
What does the anecdote about the investment bank boss eating an employee's sandwich illustrate?
  • A. The need for changing environments during long meetings.
  • B. The danger of lacking empathy and respect in professional settings.
  • C. The importance of vulnerability when working with high-profile clients.
  • D. The reality that shortcuts are sometimes necessary in high-pressure situations.
Question 5 of 10
According to the book, what is a key principle regarding trust in power relationships?
  • A. You must wait for the other person to prove their trustworthiness first.
  • B. Trust is established by drafting comprehensive legal contracts.
  • C. To earn trust, you must be willing to give it first.
  • D. Trust is less important than having the right answers during a crisis.
Question 6 of 10
When meeting someone for the first time, what approach often leaves a better impression than having all the right answers?
  • A. Presenting a detailed PowerPoint presentation.
  • B. Asking the right questions that show genuine interest in their thoughts.
  • C. Immediately pointing out flaws in their current business strategy.
  • D. Pretending to share all of their political and religious beliefs.
Question 7 of 10
What strategy did Mary Ellen Rodgers use to successfully triple her company's revenue?
  • A. She aggressively pitched her company's benefits during the first meeting.
  • B. She treated prospective clients as if they were already valued members of her team.
  • C. She only pursued clients who had already achieved massive industry success.
  • D. She offered heavy financial discounts to new clients to win their loyalty.
Question 8 of 10
How did Richard Nixon's 'Checkers speech' demonstrate a key law of power relationships?
  • A. It showed the power of maintaining mystery and keeping people curious.
  • B. It proved that having the right answers is better than asking questions.
  • C. It highlighted how exercising vulnerability can generate immense public support.
  • D. It demonstrated that aggressive confidence can overcome bad press.
Question 9 of 10
What lesson is derived from the coaching experience of Norwegian speed skater Johann Olav Koss?
  • A. Strict, aggressive criticism is the only way to achieve elite results.
  • B. Purely positive reinforcement prevents athletes from reaching their potential.
  • C. Building strong relationships and achieving greatness requires a balance of truth and love.
  • D. Coaches should maintain a strictly professional distance to ensure respect.
Question 10 of 10
Who should you primarily target when building your initial list for a power network?
  • A. Highly successful CEOs who have already reached the peak of their careers.
  • B. Talented people who are still on their way up to reaching their career peaks.
  • C. Competitors in your field so you can keep a close eye on their strategies.
  • D. People who have identical skills to yours to ensure seamless collaboration.

Power Relationships — Full Chapter Overview

Power Relationships Summary & Overview

Power Relationships (2013) takes a thorough look at the kind of transformative relationships that can come to define a career. These are the professional partnerships that enrich people’s lives and drive them to heights that may not have otherwise been possible. The authors show us how to establish, nurture and reap the rewards of power relationships. With this knowledge, you’ll attract more clients and sustain these connections for a lifetime of rewarding work.

Who Should Listen to Power Relationships?

  • Professionals looking for stronger client relations
  • Anyone who’d like to expand their personal network
  • Career-minded people looking for a professional boost

About the Author: Andrew Sobel and Jerold Panas

Andrew Sobel is among the world’s foremost experts on business relationships and building client loyalty. He is also a sought-after keynote speaker with decades of experience as a consultant to senior managers, as well as delivering executive education and coaching. His previous books include Power Questions (2012), All for One (2009) and Making Rain (2003).

Jerold Panas is an executive partner at Jerold Panas, Linzy & Partners, a leading firm in the fields of fundraising and financial resource development. He is also an acclaimed speaker and co-founder of the Institute for Charitable Giving. He has authored or co-authored over a dozen books, including Asking (2002) and Mega Gifts (1984).

 

© Andrew Sobel and Jerold Panas: Power Relationships copyright 2014, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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