Good Vibrations: Energy at Work

Creating and Amplifying energy at work is something else than personality, passion, charisma, extroversion, cheerleading, or any of the other characteristics that are mistakenly attributed to it. Energy is related to—but different from—strategic focus, time management, and personal rituals, such as workouts and scheduled downtime. It is less about energetic action and more about authenticity, character, discipline, and communication.
Energy operates as a two-way current that travels throughout an organization, bottom- up and top-down. Leaders can use energy to inspire others with an aim to give meaning, and to encourage the pursuit of goals. However, energy is also an interaction: they get it back in the form of all kinds of feedback. And above all, energy is palpable. One of the CEO’s surveyed for the article said: "I have learned in the past 11 years that the energy that I brought in was reflected and taken over by the company. I have become more aware of the power of my energy, and I gained more respect for its effect on other people. "
As the first and only Chief Energy Officer, the CEOs need to connect, influence and mobilize, even at great distances. They must exude enthusiasm and confidence, even to generations before peers than the boss trust.

Dimensions of Energy
To understand better the energy in the companies, the authors interviewed 50 CEOs of small and large businesses. They asked the leaders how to generate and use energy. Almost all of them said that energy work was one of the most important aspects of their jobs. Four dimensions were identified:
1. Energy is contagious. In every interaction the CEO sends off energy, which affects not only the direct recipient. Rather it amplifies across the organization through word of mouth and social media, ultimately rebounding to the CEO. A negative encounter with a CEO, or even a wrong look in the elevator, works deep and long.
2. Energy can create value. Positive energy creates employee engagement and alignment. It gives self-confidence and a sense of meaning within the organization. Energy makes competencies of people flows, and it enhances the ability to effectively implement the strategy.
3. Energy is choreography. Positive energy does not just happen. You have to consciously work. Many of the CEOs interviewed, the authors have studied the power play, and preparing messages, conversations and meetings account for, for example, body language.
4. Energy has a minimum and a maximum. CEOs must feel if they send enough energy in the organization. Too much is just as harmful as too little. And they must recognize when they should pause here and turn inward to ponder.

Source: BCG Perspectives

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