This is not a question I would have asked myself in the past. For a long time, power felt like a dirty word to me. In many ways, it still does. Yet the more I reflect on leadership and communication, the more I see that some form of power gradient is almost always present.
If you lead in a dental practice, you can also read my article on how the power gradient shows up specifically in dentistry and what dental leaders can do to flatten it.
So what is it?
L. David Marquet describes the power gradient as the social distance between one person and another — the sense of how much more important people above us seem, and how much more important we may seem to those below us.
This matters because the steeper the power gradient, the less likely people are to speak openly. Information, concerns, ideas, and challenge do not flow upwards easily when people feel intimidated, judged, or less important. The result is that leaders often hear less of what they most need to hear.
This can have serious consequences. In high-risk industries such as aviation, steep power gradients have been linked to situations where people did not speak up early enough to prevent mistakes. While the consequences in everyday organisations may look different, the pattern is the same: when people do not feel safe to contribute honestly, performance, learning, and improvement all suffer.
So what makes the power gradient steeper?
Hierarchy is one factor. The more senior someone is, the more social distance there is likely to be. Knowledge and experience also play a part. If someone has more expertise, more years in role, or more organisational authority, others may be less willing to question them or offer a different view.
The challenge is that leaders are often the least aware of the gradient. Those communicating upwards usually feel it more strongly than those at the top. That is why the first step is simply to acknowledge that it exists.
Once we do that, we can start to flatten it.
A good place to begin is by being accessible. Remove as many barriers as possible, both practical and emotional, so people feel able to approach you. Invite opinions, especially from those with fresh eyes. Be careful not to overuse your authority when what is really needed is openness.
It also helps to observe rather than judge. When feedback sounds like judgement, the gap widens. When it sounds specific and constructive, the gap narrows. Being willing to say “I don’t know” matters too. It shows humility and creates space for others to think with you rather than defer to you.
Finally, notice your share of voice. If you are doing most of the talking, the power gradient is likely to be steeper than you think. Great leaders create space. They listen well, stay present, and approach conversations with the intention of treating others as equals.
The power gradient will always exist to some degree. The question is whether we ignore it or lead with enough awareness to reduce its impact.
That is where better communication begins.
