That isn't new, of course.
In his 1980s book "Power Game," inside-the-beltway journalist, Hedrick Smith, presented likability as a power platform.
And for decades, professionals have been ponying up the bucks for Dale Carnegie seminars in how to present oneself as likable.
But, the reality is this: Likability is losing its power. The world has become so complex and scary that many of us will opt out of having to like someone to hand over power to them.
The most obvious example of that is that the not-well-liked Hillary Clinton will probably be elected U.S. president. Voting for her represents utter pragmatism.
To make it economically, Americans and so many around the world have had to leave the cozy comfort zone of likes.
The odds are that we will go to work for the boss or client we downright don't like. The job or assignment pays well. We hire an executive coach like Henry Cloud to help us cope with such tension-filled situations.
We shop in retailers we don't like because their prices are discounted. Remember how much we used to like the ambiance of posh stores?
We nurture networking relationships with people we don't like but who are professionally useful to us.
The odds are the parents, mentors, and executive coaches will veer us away from struggling to be liked.
Instead they will hammer developing other sources of power. Those could range from unique expertise to knowing how to do the right favors for people.
Regarding the latter, public affairs player, Bob Dilenschneider, explained that concept in detail in his 1990s book "Power and Influence." He labeled it the"Favor Bank." Clinton Inc. have been masters of operating their own version of the Favor Bank.