We know from neuroscience and cognitive psychology that emotions and attitudes are contagious. Great leaders spread their positive energy to others to create a work environment that cultivates trust and respect, primes teams for creativity and innovation, and fosters healthy communication and collaboration.
Many of us have worked in environments that are draining, where every relationship and decision can feel like a fight. This constant stress can limit our thinking, making learning more challenging and continuous improvement nearly impossible because our time for reflection often ends up as rumination.
It doesn’t have to be this way! By understanding our energy (e.g. how we show up in the world in terms of our emotions, thoughts, and actions) and the energy of others around us, we can start to shift the work environment to one that is ideal for engagement, focus, and productivity. Because the first step to moving forward is awareness of where you are, we’ll talk about the biases, filter, and mental models that might hold us, and our organizations, back from creating the results we want to see.
Using Bruce D. Schneider’s model outlined in Energy Leadership, I’ll explain the levels of energy, giving practical examples that are likely to show up in an agile context. I’ll also present ideas for team-building, one-on-one meetings, and personal exercises to up-level the energy of your organization. Higher levels of energy have been shown to relate to higher leadership ratings and satisfaction in a number of areas in life including an individual’s relationships and career, so this model can help leaders understand how to put fuel in the tank to drive the results they want to see.