Natalie Dagnall is a qualified lawyer and runs an employment training and
advisory consultancy called Lifewize. In this article Natalie discusses the role
energy can play in the workplace and its potential impact
The aftermath of the Tsunami disaster, has given
most of us the energy to take a long hard look
at our priorities, perspectives and purpose in
life. These new perspectives are likely to include
assessment of the what’s, where’s and how’s of work.
Sadly most of us will make no changes in our lives
despite the shock that could potentially energize us and
motivate us to do so.
If you were given a blank canvas to paint your perfect workplace, what would you draw?
Some of you may start from the premise of what you
would change in your current workplace. Others may
want to start from fresh. Many would simply draw
themselves on a golf course or working for charity.
Although the upside of the latter is obvious, the
revenue stream remains a challenge.We spend most of
our waking hours at work so it’s natural that we’d like
that time to be meaningful and if possible pleasurable.
However, the facts of life for most of us require that the
pleasure is income generating to us personally and to
the business as a whole. This article will focus on how
we can make use of our individual energy to take
positive action to get the most of our work, personally
and for the organisation.
We all too often have heard the cliché that an
employee feels like a “cog in a wheel”.The connotation
being a negative one, conjuring up the image of being
one of many doing the same thing, day in day out, with
little change or recognition. Alternatively, still negative,
the feeling of constant pressure, increasing in intensity,
from ever changing new directions. Let’s develop the
cliché a little further. Organisations, however large or
small are very much like cars. To be effective they
require a good driver (your CEO or business leader),
clear directions (a business plan) and the right fuel
(employees with energy).
Energy is a phrase somewhat taken for granted.We
know it when we see it; we know it when we feel it.
But very seldom are we taught to master or maximise
it. People who use their energy well can be
invigorating, inspiring and motivational. Energy can be
contagious creating a field of inspiration and
effectiveness. Energetic people have a “can do”
approach to life and work, they are high performers.
So, why the mystery behind energy? Do we all have
different capacity for energy? Is one person born with
a 1500 cc engine while another has a 2-litre engine?
Does energy come and go or can we control how
much we have and when we feel it?
The relevance of energy
Some of these questions are debatable; some of them
can be answered medically. Firstly we need to answer
why energy is relevant to us and our workplace.Welldirected
energy converts to positive action. If we are
able to harness and manage energy effectively in our
organisations we have the advantage of greater potential
for ideas and creativity, a faster more effective
workplace and a happier workforce.
From a non-medical perspective energy is closely
linked to our desire. The more we want something the
harder we will work for it. Our desire builds our energy,
motivates us into action and achievement. If we classify
our desires into broader “passions” our energy will be
directly proportional to our passion. If we work on
something we are passionate about we are more likely to
throw everything, all our energy, into it and we will be
more successful than our competitor who isn’t as
passionate and therefore has less energy. In the workplace
a performance management system that focuses on
strength building rather than weakness fixing follows this
principal.Allowing employees to apply themselves in areas
that require application of competencies that are their
natural strengths leads to success building and is good use
of energy.The employees are more likely to be passionate
about this type of work and therefore more energetic and
effective and the managers will be focusing their energy
through management time, coaching and delegation skills
on areas of work that are constructive. Conversely too
much time spent on weakness fixing is poor use of energy.
That is not to say that some energy should be applied to
building competency and skills in areas of weakness,
simply that the balance should be right. Positive use of
energy creates power.
This brings us to the point of how much energy we
have. Is there a limit to our energy? We are very aware
of our time limitations in the office or workplace.Time
management is a mantra that haunts us as we once again
find we have failed to complete our “to do” list or get
home in time to see the kids. Energy management is a
more effective way of working our day in an unlimited
fashion. Fact: there are only 24 hours in any given day.
Fact: we have the potential to use our energy to
translate these into a more effective, longer, less
pressured day. If we arrive at the office exhausted or
come home feeling worn out we are not only unlikely
to perform at our best but we are failing ourselves, our
organisations and our partners or family. Good energy
management may mean being in the office less but
achieving more. Conversely less time at home full of
energy is more valuable that more time at home as an
empty vessel. There is an essential difference between
workaholics and high achievers. High achievers live
smart.They work when they work, they play when they
play and they pace themselves using their energy and
stamina to apply themselves at the right times in the
right way at the right level.
Energy management
So how do we manage our energy? Going back to our car
analogy we cannot expect to perform at maximum speed
and efficiency at all times. Every journey requires that we
sometimes stop or take a turn or consider the crossroads.
We need to refuel, sometimes even restructure or recharge
our batteries. In our organisations we cannot expect our
employees to perform at their peak all the time. During
busy periods we can push for excellence provided we
offer a suitable recharge opportunity or recovery time
during or after the project depending on its scope.
Managers need to be skilled on how to maximise their
team’s energy without pushing to burnout levels.
Employees need to learn to pace themselves appropriately
to achieve greater energy and stamina without damaging
their health. Maximising energy does not mean working
longer hours without rest. Maximising energy means you
get the best out of yourself and your team during specific
periods of time.
Each of us experiences natural highs and lows during
the day. In layman’s terms we feel more energetic and
effective at different stages in the day. During our high
times we find it easier to apply ourselves. Our cerebral
activity and application is greater. During low times we
feel sluggish, our attention span is shorter and cerebral
capacity is reduced.To maximise
your energy you need to be
aware of your natural rhythms
Medically there are two types
of biorhythms that affect your
energy levels throughout the
day: Circadian and Ultradian
biorhythms. Circadian rhythms
are the 24-hour cycle our bodies
go through on a daily basis. To
maximise and manage our
energy effectively we need to be
acutely aware of our personal
circadian cycles and a manager
needs to be aware of their team’s
circadian cycles. Most people
classify themselves as a
“morning, afternoon or night
person”. This ties in with their
peak energy periods and
flagging periods.To work smart
we should plan our most
demanding, cerebral or challenging tasks during our peak
energy times.
Applying these facts in the workplace can be extremely
beneficial. How many of us are in tune with your own
daily biorhythms? How many of you know your team or
co-workers biorhythms. Being aware of your team’s
natural highs and lows can be a very effective team
management tool. For example, it is advisable to schedule
routine meetings during the majority of your team’s low
or medium times rather than during high times, as more
routine or administrative type meetings do not normally
require maximum cerebral concentration. Organisations
tend to schedule these meetings in the mornings, which
coincide with the majority of people’s high time, instead
of midday or early afternoon, which would be a better
time as this coincides with the majority of peoples low to
medium time. Good team management would ensure that
your team are left uninterrupted to focus on effective
delivery of key goals and outputs during their maximum
high time each day, where possible.
Good team management would also require that
employees have breaks.They can be very short, but they
are essential.This relates to the second type of biorhythm
relevant to energy: ultradian rhythms. These are some of
the many biological rhythms the mind and body
experience that last less than 24 hours. Ideally our
bodies require 20 minutes rest every 90 minutes if we
are to perform at our optimum potential. Young
children sometimes demonstrate this behaviour when
they have high activity periods running and singing and
playing which will suddenly cease and they may lie
down for a short period to re-energise before becoming
active again. Today’s modern world and working
structure does not make allowances for our natural
ultradian rhythms. The 9 to 5 working day does not
therefore optimise our potential productivity cycles.
This is not to say we cannot use our knowledge of
ultradian rhythms to our advantage.Taking a break and
resting can be built into even the most pressured
environments if you have the discipline. Power napping
is a well-know technique that matches this need.
Effective use of diary time means that emails, phone
calls or admin can be used as a “break” between more
challenging tasks. The coffee or lunch breaks also fulfil
this role. Again managers should encourage employees
in their team to identify their own rhythms and the type
of break that is not too time consuming and refreshes
them best to optimise their output.
Energy also links very closely with balance.When we
feel in control of our lives, are focused on our passions and
are able to deliver, we are likely to have good energy.
When this balance changes, our energy dips and we may
begin to feel stressed. Stress is a somewhat overused word
in our lives today. Stress can be defined as a state we
experience when there is a mismatch between perceived
demands and perceived ability to cope. Stress applies to,
and is felt by all of us differently but has repetitive
organisational consequences. Therefore managing stress
should be dealt with from an organisational perspective.
This would take into account personal stress management
techniques but these would fall within the framework of
a larger organisational process.
Energy is also inextricably linked to sleep, diet and
exercise. From an organisational perspective these appear
to be within the scope of control of the individual, but
as managers we can have an impact. Using a simple
example, it is not a good idea to eat heavy stodgy pastas
at lunchtime or to consume high-energy foods and
caffeine before you go to bed. Education about diet can
increase productivity. Encouraging employees to eat
protein (energy food) at lunch and breakfast will impact
on performance. Fruit and vegetables during the day
keep you alert and maintain energy by stabilising the
level of sugar in the blood. Many employees fall into the
trap of spiking their blood sugar levels by regularly
consuming high sugar content drinks or chocolate
biscuits through out the day. This gives a short-lived
energy boost, which quickly changes to a period of
lethargy and tiredness. Many companies and schools
today make fruit and vegetables available during the day.
The results show that people will eat these healthy,
energy-boosting alternatives if they are available.
Experiments also consistently show improvement in
performance and attitude where fruit and vegetables are
consumed more regularly. Similar results have been
found when water is made more easily available.Water
not only satisfies thirst it safeguards against dehydration.
Dehydration directly affects alertness and clarity of
thought. Returning to our car metaphor, employees
need to be fully fuelled and oiled to maximise
performance and be high flyers.
Once again it isn’t rocket science that exercise has a
direct impact on personal energy. Exercise increases (1)
both physical and mental energy, (2) lifting the mood and
(3) increasing self-esteem. If we consider that one of the
main causes of stress is a perception or belief that we can’t
cope then exercise has the three ingredients that make us
more confident and positive in our ability to cope.
However, in the workplace little is done to include
exercise as a means to combat stress and increase output.
As a manger there are simple ways to include exercise
in your teamwork. Use the stairs when walking to and
from meetings with your employees and encourage them
to make a habit of doing so at all times. Instead of sitting
down for your update one on one meetings or reviews, go
for a walk while you talk. Encourage working smart and
reward good performance with “time off ” to exercise.
From a business perspective we may feel that most of
this is common sense. However our employees remain
stressed, many fail to perform at their maximum and have
periods of lack of concentration or lethargy. A proactive
energy strategy built into your leadership development or
performance management systems will have a noticeable
impact.Awareness and knowledge does not translate into
active results without the behavioural tools and skills that
create good habits and positive practice.
Any Energy Management Programme can include
behavioural skills training and process strategy to cover:
Goal setting
Strength building
Motivation
Reward
Meeting and time management
Powerful delegation
Diet/exercise and sleep
Stress management
Mentoring and leadership by example.
Concluding thoughts
If we are smart in our use of energy we can achieve more
in all the different areas of our lives both at work and at
home. Maximising energy requires an understanding of
our own drivers, our passions and motivations and our
underlying natural cycles. If we learn to pace ourselves,
balance our personal give and take, learn how to take
breaks and capitalise on our high times we can and will be
high performers in all areas of our lives.
Natalie Dagnall is a qualified lawyer and runs an
employment training and advisory consultancy called
Lifewize, which specialises in: stress and energy initiatives,
diversity, leadership and performance management and
coaching.
Natalie has worked with both corporate and government
and across a range of sectors including Banking, Mobile
and Internet Technologies, Merchandising, Insurance,
Professional Services, Transport and Mining. The services
range from Strategic development, advice and project
management to coaching, training and facilitation.
Prior to running Lifewize she has undertaken roles as a Senior Consultant in Aon
Consulting, HR Services, and Employment Risk Services and a Director of Strategy and
Marketing for Aon Consulting, Finsbury Healthcare. Natalie was also a Director of her
own South African, Human Resources and Legal Advisory business. Prior to this she was
a Partner with Leppan Beech Attorneys, South Africa, and Commissioner (Presiding
Officer) on the South African CCMA (Employment tribunal) where she conducted arbitration,
mediations and wage negotiations.
Natalie holds a Bachelor of Arts and Bachelor of Laws (LLB) from the University of Cape
Town, South Africa, a Diploma in Industrial Relations from Wits Business School, is currently
completing her Certificate in Life Coaching from Newcastle College, UK and has
been a guest lecturer and speaker at numerous universities and conferences.
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