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Speed Networking
“When do you feel most excited and energized
at work?”
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Organizational Energy …
“Extent to which the leaders of an organisation (or division or team) has mobilized its emotional, cognitive and behaviour potential to pursue its goals.”
Bruch & Vogel (2011). Fully charged: how great leaders boost their organisation’s energy and ignite high performance.
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Overall performance
Productivity
Efficiency
Customer satisfaction
Customer loyalty
Commitment
14%
17%
14%
6%
12%
19%
High productive energy organizations vs low productive energy organizations
Bruch & Vogel, 2011
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Motivation …
EXTRINSIC INTRINSIC
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Another view:
Quality of …
Level One: doing
(processes)
Level Two: thinking/
decision making
Level Three: information that influences thinking
Level Four: information that influences
behavior
Level Five: relationships (information flow)
Level Six: perceptions and feelings (culture)
Level Seven: individuals mind-sets (personal beliefs
and values)
“Engine” of quality
D. Balestracci. Data Sanity. 2009
“Fuel” of quality
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Perspectives on Energy …
Organizational• Stanton Marris• Bruch & Vogel• NHS
Individual• Schwartz (The Energy Project )
© Stanton Marris
What We Mean By Organisational Energy?
The extent to which an organisation has
mobilised the full available effort of its people in pursuit of
its goals
Purpose
ful
Iner
t
Chaotic
Compliant
Direction of energy
Level of energy
Loosely Highly
Low
High
© Stanton Marris
Where organisational energy comes fromThe level of energy that people bring to their work is shaped by the ‘Four Cs’ – the energy generators
Climate: how far ‘the way we do things round here’ encourages people to give of their best
Connection: how far people see and feel a link between what matters to them and what matters to the organisation
Content: how far the actual tasks people do are enjoyable
in themselves and challenge them
Context: how far the way the organisation operates and the physical environment in which people work make
them feel supported
© Stanton Marris
What are the enabling and restraining factors?
Baseline energy people bring to work
Connection
Content
Context
Climate
Enablers
Restrainers
© Stanton Marris
Overall Energy Index scores
11
1
5
9
14
18
19
24 29
34
37
2
Q4: I am proud of what I do.
7
1011
1317
Q21: I feel that my abilities are stretched within the HQN
2635
15
23
27
28
31
32
333638
3
6
8
Q12: People respect eachother within in the HQN
Q16: The HQN recognizes that I have a non worklife too
2022
25
30
3.0
3.5
4.0
4.5
5.0
5.5
6.0
3.0 3.5 4.0 4.5 5.0 5.5 6.0
Importance
Text box to describe the results. You can drag this box around the chart so it does not clash it the data.
This chart reflects and elaborates upon the trends identified in the summary chart. The Context, Climate and Connection scores are fairly tightly clustered. The Content scores are further apart. There are some significant outliers (Q16, Q21, Q32, Q14)
Q32: I get regular feedback on how well I am participating in the HQN
Q14: I understand what the HQN must doto succeed
Tru
th
Connection
Content
Context
Climate
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Another view on organizational energy
Intensity – the degree to which the organization has activated its emotional, cognitive and behavioural potential.
Quality – extent to which emotional, cognitive and behavioural forces align with organizational goals.
Heike Bruch and Bernd Vogel (2011) Fully charged: how great leaders boost their organization’s energy and ignite high performance. Harvard Business Review Press.
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Attributes of organizational energy:
1. Extent to which emotional, cognitive and behavioural potential activated
2. Collective attribute – shared potential of a unit or team
3. Malleable
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Energy Matrix
Corrosive Energy Productive
Energy
Resigned InertiaComfortable
energy
High
Intensity
Low
Negative Quality Positive
Heike Bruch & Bernd Vogel (2011)
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Question to ask …
NOT: Which energy state describes my organization?
RATHER: How strong is each different energy state in my
organization?
Which one is dominant today?
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Individual Perspective
Four key energy needs:
1. Physical
2. Emotional
3. Mental
4. Sense of purpose
Schwartz, 2010
@ck4q #QF15Schwartz, 2010
EMOTIONAL QUADRANTS
High
Low
PositiveNegative
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Survival Zone
PerformanceZone
Burnout Zone
Renewal Zone
Schwartz, 2010
EMOTIONAL QUADRANTS
High
Low
PositiveNegative
@ck4q #QF15Schwartz, 2010
FOCUS QUADRANTS (mental energy)
Narrow
Wide
AbsorbedDistracted
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Reactive Zone
Tactical Zone
Scattered Zone
Big-Picture Zone
Schwartz, 2010
FOCUS QUADRANTS (mental energy)
Narrow
Wide
AbsorbedDistracted
Why the modern world is bad for your brain (Daniel Levitan, 2015)
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Reflections on practice …
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Are You Heading for an Energy Crisis?BODY
_____ I don’t regularly get at least 7 – 8 hours of sleep, and I often wake up feeling tired.
_____ I frequently skip breakfast, or I settle for something that isn’t nutritious
_____ I don’t work out enough (meaning cardio-vascular training at least three times a week and strength training at least once a week)
_____ I don’t take regular breaks during the day to truly renew and recharge, or I often eat lunch at my desk, if I eat at all.
Schwartz & McCarthy, 2007, Harvard Business Review
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Are You Heading for an Energy Crisis?EMOTIONS
_____ I frequently find myself feeling irritable, impatient, or anxious at work, especially when work is demanding.
_____ I don’t have enough time with my family and loved ones, and when I’m with them, I’m not always really with them.
_____ I have too little time for the activities that I most deeply enjoy.
_____ I don’t stop frequently enough to express my appreciation to others or to savor my accomplishments and blessings.
Schwartz & McCarthy, 2007, Harvard Business Review
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Are You Heading for an Energy Crisis?MIND
_____ I have difficultly focusing on one thing at a time, and I am easily distracted during the day, especially by email.
_____ I spend much of my day reacting to immediate crises and demands rather than focusing on activities with longer-term value and high leverage.
_____ I don’t take enough time for reflection, strategizing, and creative thinking.
_____ I work in the evenings or on weekends, and I almost never take an email-free vacation.
Schwartz & McCarthy, 2007, Harvard Business Review
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Are You Heading for an Energy Crisis?SPIRIT
_____ I don’t spend enough time at work doing what I do best and enjoy most.
_____ There are significant gaps between what I say is most important to me in my life and how I actually allocate my time and energy.
_____ My decision at work are more often influenced by external demands than by a strong, clear sense of my own purpose.
_____ I don’t invest enough time and energy making a positive difference to others or to the world.
Schwartz & McCarthy, 2007, Harvard Business Review
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Are You Heading for an Energy Crisis?GUIDE TO SCORES
Overall scores:0 – 3: Excellent energy management skills
4 – 6: Reasonable energy management skills
7 – 10: Significant energy management deficits.
11 – 16: A full-fledged energy management crisis.
Guide to category scores:0: Excellent energy management skills
1: Strong energy management skills
2: Significant deficits
3: Poor energy management skills
4: A full-fledged energy crisis Schwartz & McCarthy, 2007, Harvard Business Review
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Productive Energy • Intense, positive emotion • High activity, stamina, speed, productivity • Characteristics:
– Regularly challenge status quo– Healthy passion– Pushes limits to drive to success– Discretionary effort– Quick, efficient approach and accomplishments
Bruch & Vogel, 2011
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Comfortable Energy
• Satisfaction with status quo• Long and slow decision making processes• Culture of slowing/stopping innovation• Weak, but positive emotions • Lacks interest and excitement needed for positive change
Bruch & Vogel, 2011
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“A company’s ideal energy state combines high levels of productive and comfortable energy – that is when the organization is at its most dynamic, responsive, and innovative but on a healthy and stable basis.”
Bruch & Vogel, 2011
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Resigned Inertia
• Frustration, mental withdrawal or disappointment• Low collective engagement • Characteristics:– People appear not to care– Expressed negativity about new initiatives– Open signs of fatigue/burnout
Bruch & Vogel, 2011
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Corrosive Energy• Collective aggression and destructive behaviours– Internal politics, resistance to change, resource
competition, maximizing personal gains • Low collective engagement • Characteristics:– Prevalent silo thinking– Questions about management integrity, not “walking the talk”
Bruch & Vogel, 2011
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Organizational Energy Questionnaire (OEQ12)
• Measures and analyses an organizations’ energy profile • 3 questions for each of the four energy states• Uses:
- Employee survey - Organizational energy pulse-check- Instant energy check
Bruch & Vogel, 2011
Productive Comfortable Resigned Corrosive
Benchmark 81% 75% 12% 18%
Taken from top 10% of companies – 24,000 responses in 187 companies.
Bruch & Vogel, 2011
Bruch & Vogel, 2011
Results: Benchmark Team Score
Productive Energy 81 63.5620915
Comfortable Energy 7557.5163398
7
Resigned Inertia 1232.6797385
6
Corrosive Energy 1838.0718954
2
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Three Energy Traps
1. Acceleration – High productive energy, pushed too long
2. Complacency – Low energy zone (resigned inertia & comfortable
energy)
3. Corrosion– High negative energy (corrosive energy)
Bruch & Vogel, 2011
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Acceleration Trap
High productive energy … leading to:– Increased number and speed of activities– Raised performance goals– Shorten innovation cycles – Introduction of new management or organizational systems
Making this pace the “new normal” … becomes chronic overloading
Bruch & Vogel, 2011
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Acceleration Trap
• Local projects are not sufficiently connected to corporate goals
• Staff don’t feel conviction about, or meaning in, the change process
• Characterized by exhaustion and high stress about change
Bruch & Vogel, 2011
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Acceleration Trap
• Exhausted staff• Resignation increases by 50%• Emotional exhaustion increases by 70% • Corrosive energy and aggression doubles (increase by
100%) • Turnover intention triples (increase by 200%)
Bruch & Vogel, 2011
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Escaping the Acceleration Trap
Detect acceleration• Overloading (too many activities of the same kind, without sufficient resources)
• Multi-loading (too many different things to do)• Perpetual loading (monotonous, continuous work)
Bruch & Vogel, 2011
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Escaping the Acceleration Trap
Stop the action• Ask teams “what we can stop doing?” (reverse innovation)• Initiate “spring cleaning”• Create new systems for prioritising and managing projects• Take time-outs• Slow down to speed up• Build feedback systems
Bruch & Vogel, 2011
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Complacency Trap • Dominance of comfortable energy • Focus on mobilizing higher level of productive energy • Slaying the dragon and winning the princess
- Identify the major threat or challenge (dragon)
OR - Promising opportunity (the princess)
• Help the organization to overcome or take advantage• Requires a level of intensity in both engagement and
commitment that routine activities do not ignite
Bruch & Vogel, 2011
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Slaying the Dragon – team actions
1. Identify and define the “threat” or “challenge”
2. Create a common sense of urgency – Burning ambition (vs burning platform) – Value based (fuel of change)
3. Strengthen team confidence that you can address the threat/overcome the challenge
Bruch & Vogel, 2011
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Winning the Princess – team actions
1. Identify and define the “opportunity”
2. Communicate the opportunity so others can see the value/want to commit to action• Burning ambition (vs burning platform) • Value based (fuel of change)
3. Strengthen team confidence that you are committed to success
Bruch & Vogel, 2011
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Corrosion Trap • Appearance of high emotional involvement, creativity
and action – but for the wrong reasons - Interpersonal aggression, infighting and internal
rivalries• Risk – this trap can destroy trust and put future
collaboration at risk • Corrosive energy makes problems grow rather than
diminish over time – highly contagious nature • Can be trapped in corrosion without even realizing it
Bruch & Vogel, 2011
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Escaping the Corrosion Trap ~ Energetic Refocusing
Phase one: phase down negativity– Name the “elephant in the room”– Destructive brainstorming / TRIZ– Identify and support “toxic handlers”
Phase two: build a strong organisational identity– Refocus joint goals– Create collective commitment– Build and rebuild pride
Bruch & Vogel, 2011
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NHS Energy for Change
Psychological
Physical
Spiritual
Social Intellectual
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the capacity and drive of a team, organisation or system to act and make the
difference necessary to achieve its
goals
Psychological
Physical
Spiritual
Social Intellectual
Energy for change is:
@helenbevan@helenbevan #Quality2013
The five energies for change Energy Definitions
Social energy of personal engagement, relationships and connections between people. It reflects a “sense of us”, where people are drawn into an innovation or change because they feel a connection to it as part of the collective group
Spiritual energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It involves giving people the confidence to move towards a different future that is more compelling than the status quo
Psychological energy of courage, trust and feeling safe to do things differently. It involves feeling supported to make a change as well as belief in self and the team, organisation or system, and trust in leadership and direction
Physical energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen
Intellectual energy of curiosity, analysis and thinking. It involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case on the basis of logic/ evidence
@helenbevan@helenbevan #Quality2013
High and low ends of each energy domain
Low High
Social isolated solidarity
Spiritual uncommitted higher purpose
Psychological risky safe
Physical fatigue vitality
Intellectual Illogical reason
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• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profileSocial
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
@helenbevan@helenbevan #Quality2013
• Are particular energy domains more dominant than others for our team at the moment?
• Is this the optimal energy profile to help us achieve our improvement goals?
Energy for change profileSocial
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
@helenbevan
Social
Spiritual
PsychologicalPhysical
Intellectual
1
2
3
4
5
What’s your assessment of their energy for change?
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TRIZ
• Make it possible to speak the unspeakable, expose the taboos, get skeletons out of the closet
• Make space for innovation or change• Lay the ground for creative destruction by doing the
hard work in a fun way• Begin with a VERY unwanted result, quickly confirm
your suggestion with the group• Take time with similarities to what you are doing now
and how this harms you
Bruch & Vogel, 2011
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Sustaining Energy for the Long Haul• Proactively manage energy
– Assess and benchmark – Set goals around leveraging the energy– Role model within your own team– Show that you value the overall organisational purpose above your
own agenda• Mobilise around distinctive challenges and opportunities• Forcefully cut corrosion• Decelerate energy when needed• Build energised leaders
