Energy Message

Refreshing Leadership

Greetings,

Last week I reported on the unusual and refreshing approach to people by an experienced manager. If you remember he was advising another manager and made this statement,

"Your number one asset is your PEOPLE and you must invest in THEM ALL THE TIME.  Develop plans to make them successful and your success will take care of itself." 

I've had several excellent responses from people, so I decided to write a bit more in my bi-monthly newsletter - Energy Matters Today. This is one of the responses I received from the newsletter and one that I especially liked:

"This is one of the most simple principles in running a successufl business, large or small, but the one that seems most difficult for management to assign top level importance. It sounds good when talked about in the board room or with the press but takes real guts and a long-term perspective to implement. It's not just about making employees happy but about letting them self-actualize.  When that happens on a wide basis, the bottom line generally grows exponentially."

My questions to you are, Why is it so hard to treat people with dignity and respect? Does it take more energy to treat them this way than to treat them with disrespect? I always thought it required less energy to treat people with regard than not? 

I'd be very interested in knowing your thoughts on this subject.

Hope you have a great day,

Dr. Bob

Refreshing Leadership

I received an interesting and encouraging email just this morning that actually relates to the four categories of managers I mentioned in a previous Energy Message.  If you recall the four categories are high focus-high energy, low focus-low energy, low focus-high energy and high focus-low energy.  The smallest, but most efficient group are the high focus-high energy.  According to the research completed by Sumantra and Bruch one of the factors that increases the number of managers with high focus-high energy is the behavior of the CEO.  They suggest that frantic behavior at the top tends to generate frenzied and unfocused managers.  Obviously when top leadership exercises high focus-high energy it tends to generate more efficient managers.

Now, back to the email I received.  It came from a general manager who was advising a friend who had recently been hired to take a management position in a new company.  The refreshing and, I might add, accurate advice was, "Your number one asset is your PEOPLE and you must invest in THEM ALL THE TIME.  Develop plans to make them successful and your success will take care of itself."  Well said!

Best to you,

Dr. Bob      

The Person in the Mirror

Hi,

Here's one hot off the press that I think you will really enjoy.  I was shutting down for the day on Friday and a guy called me from the New England area.  He had gotten my name from one of my clients and needed a little coaching on a special problem he was experiencing.  He works for a company that is high stress and, according to him, is not completely satisfied with his performance.  Actually, he's not quite satisfied either.  Anyway, he gets a call from a friend that another company is looking for a person with his qualification.  So he contacts the company.  To make a long story short, his present company finds out and confronts him with the fact that he's looking for another job.  He tells them the truth about how this came about and thought that would be all there was to it.  But, no - it's not all there is to it.  The hiring company calls him for an interview.

So, here's the question he had for me - "Do I tell them I'm going for the interview or not?  It was a great question that he actually already had the answer to.  Yes, you do tell them.  It's always better, and I might add ethical, to tell the truth.  In this situation we came up with several good things that will come out of the truth.  First, the guy will feel better about himself for being honest (he will also be more energized - it takes a lot of energy to be dishonest).  Second, if the present employer would fire him for wanting to better himself he might be working for the wrong company.  Third, his action will let his present boss know they can trust him (no secrets).  Fourth, and most important, this will reinforce this man's commitment to be truthful, even if it costs in the long run.

I congratulate him for his character.

Dr. Bob

    

What is Energy?

I had an insightful email in response to yesterday's survey.  The lady who sent the email is one of the best marketing people I have every known, very bright and energetic.  She suggested it might be helpful to better define energy and especially what I mean when I talk about energy.  It sounded like a good idea, so here goes!

Energy is the fuel that drives our mental, emotional, and physical being.  Like the gasoline in our cars energy provides the fuel for our thinking, feeling, and behaving.  We can't see it, but in many cases we can feel when we are low on energy.  If you have ever felt fatigued, exhausted, or burned out you understand the feeling of low energy.  We experience these when energy has been used ineffectively.  For example, spending time worrying or any type of negative thought pattern will eventually drain your energy supply and cause stress.  This is only the tip of iceberg for comprehending all there is to know about our resource of energy.

If you would like to understand more about my approach to energy I suggest you check out the link below.  I'm discussing it with Mike Jay during an interview on his Leadership University series.

http://www.1executivecoachingclub.com/rausch/    

Enjoy,

Dr. Bob

   

Energy Survey - What are your needs?

One of the key characteristics of successful people is their ability to focus energy – another is to understand the needs of their customers.  I’d like to do both of these and you can help. 

I've developed a survey designed to provide me with suggestions concerning your “energy needs.”  In my endeavor to address your energy needs more effectively I encourage you to take a few minutes (less that 10) and complete this survey.  Then immediately be looking for energy information from me that will address those needs. 

Please use this link to take the survey.

Four Types of Managers

I like the way Sumantra and Bruch catergorize the four types of managers.

Category I - Highly focused, highly energerized - this manager concentrates his or her energy on the goal without falling prey to distractions.  This category makes up 10% of the study.

Category II - Low focus, low energy - these managers are massive procrastinators - Can you imagine working around a person like this - boring!!!

Category III - High focus, low energy - I once had a CPA that fit in this category.  At times I wanted to check his pulse to see if he was still alive!  The researchers call it "No passion."  I agree!

Category IV - Low focus, high energy - 40% fall into this category  - frenzied, jumping from project to project.  They quickly accept new projects but because they lack the ability to priortize they abandon them just as quickly.

What do you do if you fall into one of these last three categories or you work for someone that does?   In the next few Energy Messages I'm going to take a stab at some suggestions. 

Before I sign off let me add that I believe the responsibility of changing to a High Focus, High Energy Manager is always the responsibility of the manager.  I've seen some managers so frustrated with their leaders that they throw in the towel and hold on until retirement.  In my humble opinion there will always be reasons to slack off, but all of them are unacceptable.  Personal responsibility is the key to all success. 

Talk to you soon,

Dr. Bob

             

Beware the Barrenness of Busy Part 3

I've really enjoyed thinking and writing about the research Sumantra and Bruch did on the busy, ineffective manager.  Here's something to think about; 'how' do you suppose those managers became so busy in the first place.  I know a lot of busy managers, some are effective and some are not and the reasons  for being busy are as numerous as there are busy managers.  I believe one of the big things that produces a busy manager is the example set by their leaders.  If a leader values busy-ness he or she will expect managers to be just like them.  I've heard more than once - "Our job is to get results..." or "Our job is to get product out the door no matter what."  And, the 'no matter what' included not paying attention to safety and little to no training.    

So, I'm inclined not to cast too much judgment on those busy, ineffective managers.  They may be "Saluting and Executing" to satisfy their leaders.  After all, leaders set the stage for how the culture operates and if they want to replace skill and competence with busy-ness it's completely up to them.  Although I believe a really self-confident manager can look beyond the influence of 'higher ups" and focus his or her energy where it will create the most good for the team and the company. 

I'd like to get your thougths on this - just hit the comment button.

Best to you,

Dr. Bob

Beware the Barrenness of Busy

Busy does not always mean effective.  In the study by Sumantra and Bruch they found busy-ness by a manager does not necessarily mean the manager is being effective in his job.  The 10% that were effective had the ability to combine energy and focus to get the results they wanted, the rest were spinning their wheels.  The folks in the 10% group increased their energy by doing two things.   First they approached each task with laser-like precision until it was completed.  Secondly, they exercised self-discipline so as not to be side-tracked by distractions. 

I've always heard that if you want something done give it to the busiest person you can find.   Guess that concept doesn't hold water according to Sumantra and Bruch.  According to them you give the project to the person who can focus and has the self-discipline to get it done.  By the way, I love the definition these authors have for energy.  Check this out; "Energy is the emotional tenacity that releases immense inner resources, allowing the hardest job to be done." 

Here's a challenge for us; for one day be aware of how we focus our energy and not allow distractions to take us off track.   

Best to you,

Dr. Bob

Energy boost Creativity

Just received some insightful statistics from a colleague.  The really cool thing about people knowing how interested I am in this energy thing is that they are always sending me stuff.  Keep it up!

This is the latest I've read on energy.  A 10 year research project that focused on the busy manager was conducted by Ghoshal Sumantra and Heike Bruch.  The question they asked was, "Why do most managers work so hard but accomplish so little?"  A couple interesting results were: "Managers often confuse action with accomplishment and motivation with leading."  "Only 10% of managers act purposefully to get truly important work done." 

Here is one of the findings; "The 10% of effective managers do it with Energy and Focus."  These managers "engage their willpower" through a combination of using energy effectively and focusing on the right job at the right time.

More to come,

Dr. Bob 

Leaders Listen and Create Exchange

I had a great response to "When Leaders Don't Listen" from a friend who is in management.  This is what he stated, "I find it interesting that many of the poorest listeners are the ones who call the most meetings.  These meetings are often not about exchanging ideas but about pure theater.  The poor listener is so caught up in their performance as "The Leader" that they need to create more opportunities to deliver their act.  The best leaders may still call many meetings but they tend to say little, creating a forum for the exchange of ideas among their subordinates."

Here is the difference I find in companies - When people have an opportunity to communicate while the boss listens it increases energy 100%.  Energy is always increased when people feel involved, important to the process, and have the opportunity to communicate.  Try not talking as much, listen more, and ask questions and see what happens to the energy of your team. 

Best,

Dr. Bob