How can you manage your energy for difficult change management projects?

We firmly believe that attitude is contagious, and the same goes for energy. It is crucial for leaders to display effective energy management, both physically and mentally, during times of change, as the entire team looks up to them for guidance. Leaders must learn to manage and normalize their responses to change, as normalizing it builds resilience and allows for growth. Lastly, instead of using the word "change," which can be perceived negatively, I suggest substituting it with "growth," which is more accepting and empowering.

Like they say "You can copy methods, not energy". Energy is one of the critical success factors in managing any change project. While there is no standard recipe to dish out energy, there are many ingredients for personalization: 1. Planning : Plan is nothing, but planning is everything. Stay with the big picture, find energy in handling risks, challenges and uncertainties 2. Preparation: Understand conflicts and resistance. Find energy in distributed ownership and collaboration 3. Performance: Every change has its gestation period, find energy in delivering continuous results Key mantra to navigate change is 'Stayin alive'

Passion helps ?But even if you are passionate, you must manage energy to be sustainable. As in any other type of projects, empower your team. So they can fuel their own energy into the project. And mutually support each other. Also, call out and celebrate success stories, no matter the size. Especially in tough times, this is free fuel to your engine. Good luck!

When you’re undertaking a change project which is worth while and very beneficial to your company, your energy level will naturally increase. Those all around you will up their game as they feed off your energy. Set the pace as the project develops but be sympathetic to those who are assisting, avoid high stress levels as there will be set backs. Break the task down, into bite size pieces, don’t look at it in its enormity. Take regular timeouts to recharge, have a change of scenery. Never despair, before you undertook the project your planning would have been well thought out, don’t start doubting it. When those moments of fatigue start creeping over you and you can’t work through it, stop rest and come back fresh.

It is the passion you put into the project which makes the difference. Passion always shows and as infectionious on the other team members. Your energy fuels the others… you need to maintain this until the difficult project gains traction.

First, figure out what tasks are most important and urgent. Concentrate on the crucial parts that can make the project successful. Then, share the workload wisely. Give tasks to your team based on what they're good at. This creates teamwork and spreads out the work evenly. This not only keeps everyone's energy levels up but also uses the team's strengths, making the project more efficient overall. By carefully choosing who does what and focusing on what really matters, you use your energy wisely, making the change successful and avoiding burnout.

Setting priorities and assigning tasks to others have been essential techniques in my efficient energy management for change management initiatives. A problem I frequently face is having too much work to do. In order to deal with this, I prioritize jobs according to their urgency and importance using tools like the Eisenhower Matrix, which enables me to concentrate on the most important ones while reducing or doing away with the less important ones. Another essential step is assigning duties to people who are more qualified for them, especially if they fall outside of my area of expertise or interest. This method not only maximizes my energy and resources but also improves team productivity and project success as a whole.

A well crafted change management plan with clear roles and responsibilities helps you as a change leader, and your team. Your role during the change is to monitor the energy and stress level of your team and adjust the roles accordingly. Your communication team needs to be the strongest among your team as they will face critics and resistance. They need to be agile and influential.

Other ways you can prioritize your tasks is to do an impact to effort assessment. Assign tasks on your plate a level (numerical or high/med/low) of impact on your strategic goals and the level of effort it requires. Prioritize those that align with a high impact: low effort ratio. Deprioritize any that require a high effort for a low impact.

Delegate indeed. You have to be able to trust your colleagues and team to work independently and focus on their own deliverables and tasks without you hovering around and asking to be in every single chat, every single meeting, every single email chain, and hear about every single challenge. You are there to do a job, but so are they. Establish clear responsibilities and escalation governance for when the shit hits the fan, get together regularly but not continuously to solve problems and celebrate successes, but don't, for the love of both your mental health and that of your colleagues, push yourself into everything.

Taking regular breaks is crucial for energy management during demanding change management projects, based on my experience. I frequently work in concentrated 25-minute bursts using the Pomodoro Technique, interspersed with 5-minute breaks. This approach reduces weariness and helps you stay focused and productive. I use these brief intervals to do energy-reviving exercises like stretching, meditation, or music listening. It's also important to plan lengthier pauses for things like lunch or a quick walk to help the body and mind recharge. Having a healthy work-life balance has greatly increased my productivity and well-being when handling challenging projects.

Taking time to take a break is so very critical for our mental health in any situation, but particularly in challenging change environments. The real challenge is to remember to take that break, rather than go back to back with meetings and responding to emails and tasks. I know people who will set an alarm on their phone every 30 min to help remind them to take a break, which I think is a good tactic, if you struggle, like I do, with remembering to take breaks.

Winning the mental game is about maintaining a balance between pushing forward and taking the necessary time to recharge. Integrate scheduled breaks into your daily routine. Planned recovery trumps forced recovery. Take vacation time (2 1-week ones are better than 1 2-week one) or personal days off to disconnect. Engage in activities that bring you pleasure/joy/meaning-- keep living in the real world.

In my experience, I practice mindful breathing and relaxation techniques during breaks. This can include deep breathing exercises, meditation, or mindfulness practices. These techniques help calm the mind, reduce stress, and contribute to mental clarity.

How about setting up some regular walking meetings to help you and your colleagues get fresh air and new energy? If it does not work, how about trying an under-desk treadmill or a walking pad?

Managing my energy for change management projects has required me to strike a balance between demands and resources. Tight deadlines, high standards, and frequent revisions are common demands in these projects, which might be difficult to meet. However, tools like abilities, acknowledgment, and support are necessary for functioning. I assess this balance using the Job Demands-Resources Model and pinpoint areas that need to be adjusted. In order to avoid stress and burnout, if I find myself with high needs and few resources, I take action to either reduce the demands or increase my resources. This methodology facilitates the maintenance of a sustainable workload and bolsters my general efficacy in the management of intricate assignments.

Many change management professionals are eager to help when we see others struggling with difficult changes. This could mean stepping into complete tasks that would be better suited to delegation, or extending ourselves emotionally to offer support. It's important to remember that while these are commendable qualities that likely contribute to your professional success, they are not always sustainable. Be mindful of when you are overextending yourself or your resources. Use tools to assess risks and resources and adjust accordingly. You may feel compelled to take on everything, but leadership lies in recognizing when to delegate, adjust, and when to say no. Your team will value your ability to mitigate challenges while avoiding burnout.

Regularly review and adjust your strategies: - Assess the effectiveness of your energy management practices. - Be flexible and adjust your approach based on evolving project dynamics. - Learn from challenges and continuously refine your strategies.

Managing energy for challenging change management projects involves balancing demands and resources strategically. Prioritise tasks based on impact and urgency, allocating time efficiently. Delegate responsibilities to leverage team strengths. Establish clear boundaries to prevent burnout and foster sustained productivity. Regularly assess progress and adjust plans to ensure a harmonious balance between project demands and available resources. Embrace self-care practices to maintain resilience and overall well-being.

I've learned it's important to ask what resources are available to you if working with a client. Otherwise, pitch the resources that would be most helpful to your work and essentially become the additional "team member" you need to move work forward. With the proper resources in place, the demands can be better organized and taken through a clearer process. This will ultimately be a win for you as well as a win for your client.

Maintaining a positive outlook has been essential to my energy management in change management positions. I am aware of how much my energy and performance are influenced by my ideas and feelings about the project, myself, and the surrounding circumstances. I challenge and reframe negative beliefs into more positive, realistic viewpoints in order to keep a positive mentality. One tool I use for this is the ABC Model. For example, when I notice that I'm starting to feel pessimistic about a project not working out, I deliberately look for facts to refute this idea and consider different solutions. This mental adjustment helps me stay motivated, which is important for overcoming the challenges presented by change management initiatives.

An exercise I always do to build positivity and high performance in a difficult change project is to review our monthly achievements as a team. Despite, we are far ways from realizing the main benefits of the change project, we have achievements along the way. First Friday of the month, we take 30 minutes to reflect on WHAT we have achieved in the previous month, and HOW we have done this. Hard work is not a valid reason :-) it needs to be more specific. Example: WHAT - we have achieved alignment within a stakeholder group. HOW - we made time to map the entire group and involved the relevant stakeholders. In this way, you can create some positivity, purpose, and celebrate your achievements along the way to the big benefit realization.

Effectively managing energy in challenging change management projects involves cultivating a positive mindset. Employ positive self-talk to counteract negativity and maintain focus on solutions. Networking with positive-minded individuals is equally crucial; their perspectives can provide fresh insights, helping you navigate challenges with optimism. Surrounding yourself with a supportive network contributes to resilience, fostering an environment where collective positivity counters the potential negativity that can arise in complex projects, ultimately preserving and replenishing your energy throughout the change journey. I have a peer mentor I talk to weekly about projects and we encourage one another to move beyond the negative.

Offering support and clarity is important for keeping a positive attitude towards the change process. Providing guidance reassures team members, easing uncertainties. Clear communication about the change's purpose, goals, and potential benefits fosters understanding. Address concerns openly and commit to assisting individuals through the transition. This support not only boosts morale but also creates a positive atmosphere, essential for navigating change successfully.

Acknowledge and celebrate small victories along the way. Recognizing progress, no matter how minor, provides motivation and positive reinforcement.

1. Cultivate a network of colleagues, mentors, and friends who understand the challenges of change management. 2. Consider seeking professional support if the stress of managing change becomes overwhelming 3. Join or form peer support groups with others who are managing similar change initiatives. 4. Offer support to your team.

Sometimes in order to increase your energy level you just need to re-distribute activities based on you Circadian Rhythm or strategically schedule activities which gives you energy throughout the week.

Now you know how to best manage your energy levels, it's time to communicate your NEEDS and transition towards healthier boundaries! That means being comfortable with being vulnerable and ASKING for support. Start your Ask with, "In order to <engage in this activity>, I require <this particular support> from you."

Don’t underestimate the power of asking for help and support, even if you just need someone to vent to and get it off your chest. It can be a great way to manage your energy because you let it out vs. keeping it bottled in. If there’s no one to talk to, write it down, record an audio, or talk to your dog about it. Sometimes you just need to let it out. You’ll feel better and your energy will shift.

Strength in collaboration. Foster a supportive team culture. Seek assistance when needed, and be open to offering help. Shared burdens are lighter, and a collaborative atmosphere boosts collective energy.

From a leadership and management perspective, high emotional intelligence is a must. To achieve desired outcomes around things like improved customer experience, increased market share, commercial growth, cost reduction, asset maximisation etc these can only be achieved through our people making it happen. Whether these are your employees, teams, peers, partners or suppliers - empathy, humility and things like a simple thank you can mean everything! Leaders with high emotional intelligence motivate, energise and breathe positivity into programme and project delivery.

Large, organization wide, change management processes take a long time. Keeping staff motivated, engaged, and committed is always a key challenge. If you are concerned about energy levels of your organization, try deconstructing larger processes into several smaller initiatives, each with a well-defined objective and outcome. These initiatives can then be owned by agile and small teams that bring cross-functional skills to the table. It allows for easier adjustments along the way and for a clearer understanding of the desired outcome. When employees feel they can make a real impact they will be more likely to stay energized along the way.

Managing your energy is an ongoing and long process, and it's important to continually reassess and adjust your strategies as needed. By proactively managing your energy, you can enhance your resilience and effectiveness in navigating difficult change management projects. Self-care, mindfulness, Reflect and adapt, and clearly define boundaries between work and personal life to prevent burnout. And don't forget to celebrate your success, be it small or big.

Ensure you are eating a balanced diet, getting regular exercise, and enough sleep. These are fundamental to maintaining your energy levels. Also, make sure to set boundaries between your work and personal life to avoid burnout and maintain overall wellbeing.

Change is hard but does it need painful and de-energizing? What if there was a more intrinsically motivating way to deal with change and manage your energy? LET'S PLAY! Example: The UK's National Health Service faced a paradox: improve cancer care while balancing centralized and decentralized services. Using the SERIOUS PLAY framework, they combined emotion-driven action, rule creativity, multi-meaning play, and boundary experimentation. This approach enabled stakeholder expression and innovative collaboration. Resulting in 'Managed Cancer Networks', it fostered online clinician collaboration and peer review, balancing clinical and managerial needs effectively.