How to Multiply Energy Gains
The most important thing you manage is your energy. Multiply energy gains by subtracting energy drains.
Multiply energy gains by subtracting 4 energy drains:
#1. Reject the need to be right.
Show up to learn. Learning returns energy. Know-it-alls are drained by “idiots.”
The person who needs to be right ends up surrounded by “fools.” Surround yourself with people who know they don’t know. Be one, too.
#2. Stop changing things.
Acknowledge that constant improvement means you always live with imperfection.
Too much change exhausts people. Allow people to create imperfect rhythms. Use milestones as change points. Reiterate what’s working. Explore ways to be better. Establish another imperfect rhythm.
#3. Make fewer commitments.
Learn to say no. Regret drains energy. Painful emotions when you can’t fulfill commitments weaken your soul.
The person who makes commitments quickly is exhausted.
#4. Stop trying to change people.
Go with the horses in the barn. Don’t put workhorses in the Kentucky Derby. Give detail-work to people who love details. Give people-work to those who love relationship-building.
The battles you can’t win drain energy. Help people improve how and when they want to improve.
How might leaders multiply energy gains by subtracting energy drains?
What are some common energy drains leaders face?
https://hbr.org/2007/10/manage-your-energy-not-your-time
This has a lot of the same overall ring as my ideas around DIS-un-engagement. While it is impossible to actually engage someone, because it is their choice and not yours, what you CAN do is remove the things that generate the un-engagement. Coaching, process changes, active involvement and all sorts of things can serve to help improve engagement.
Same thing with energy — “Dis-un” applies there also.
Have FUN out There!
Your comment brings me happiness. Thanks Dr. Scott. Let’s get rid of square wheels.
This one is really hard for me. Yes- “The battles you can’t win drain energy. Help people improve how and when they want to improve.” h o w e v e r, I struggle when others set a low bar for quality and resist any improvement. At some point I also have to accept and decide whether the right people in place.
You bring up the reality of organizational life. Some people don’t meet expectations. It seems hard to say replace them. It’s not easy to find good people. I can’t help think that it’s all about the people.
Some leaders inherit people who don’t perform, and they don’t have authority to replace them. The best they can do is marginalize their negative impact.
It is a drain on energy. It’s useful to accept the things we can’t change, but it’s not easy.
Yes- and some leaders inherited systems that brush over inefficiency and complacency. You are right! It is better to adjust expectations for those who shine in one area than try to replace individuals and look for unicorns.