I need some instruction for the below question, which is based on the context of the 2 scenario as below:

What advice would you give Shawn and May who feel powerless (think about the negative effects of powerlessness)?

Human Resource Professional Scenario:

Shawn Quinn came to his organization a year ago as a senior human resources professional. He believed the position might be a way for him to achieve considerable visibility with the top brass, but instead he felt isolated and forgotten. As a staff officer, he had almost no decision-making authority except in his narrow area of expertise. Most of what went on in the organization occurred without his involvement. Innovation and entrepreneurial activity were completely out of his realm. While some of the finance and marketing officers were given opportunities for professional development, no one seemed to care about his becoming more experienced and capable. They saw him only as a specialist. Because his job didnt necessarily require that he interact with people outside of his division, he had little opportunity to cultivate relationships that might lead to contacts with someone near the top.

What hurt was that a consultant had been hired a few times to work on projects that were part of his area. If consultants could be brought in to do his work, he thought, he must not be very important to the organization.

Shawn found himself being more and more turf conscious. He didnt want others encroaching on his area of expertise. He tried to demonstrate his competence to others, but the more he did so, the more he became defined as a specialist outside the mainstream of the organization. Overall, he felt he was losing ground in his career.

Chief Financial Officer Scenario:

May Phelps has been her companys CFO for three years. When she obtained the position, she felt that her ultimate career goal had been achieved. Now she was not so sure. Surprisingly, she discovered myriad constraints limiting her discretion and initiative. For example, the job had so many demands and details associated with it that she never had time to engage in any long-term planning. There always seemed to be one more crisis that demanded her attention. Unfortunately, most of the constraints were from sources she couldnt control, such as government regulations, demands for greater accountability made by the board of directors and by stockholders, union relationships, equal opportunity statutes, and so on. She had built her reputation as a successful manager by being entrepreneurial, creative, and innovative, but none of those qualities seemed appropriate for the demands of her current work. Furthermore, because she was so mired in managing financial reporting, she had become more and more out of touch with the information flow in the organization. Some things had to remain confidential with her, but her secrecy made others unwilling to share information with her. She had assistants who were supposed to be monitoring the organization and providing her with information, but she often felt they only told her what she wanted to hear.

May had begun to hear rumors that certain special-interest groups were demanding her removal from the top job. She responded by becoming more dictatorial and defensive, with the result that the organization was becoming more control-oriented and conservative. She felt that she was on a downward spiral, but she couldnt find a way to reverse the trend. "I always thought the saying 'Its lonely at the top' was just a metaphor," she mused.