Business and HR Leaders as Energy Providers: How Do You Keep Up Your Personal Energy?

When I coach others (and myself), we acknowledge some of the worrisome challenges of our day. ?

• Societal: economic uncertainty, political toxicity, demoralizing incivility
• Organizational: toxic cultures, bad bosses, inflexible policies
• Individual: mental health (depression, anxiety, loneliness), physical health, feeling a loss of control

In the face of these demands, I ask others and myself, “How do you keep up your personal energy?”

Personal energy represents an emotional response to a situation: positive energy is characterized by vigor, grit, and spunk. Twenty years of research by Professor Theresa Welbourne has shown that energy predicts individual, team, and organization performance.?

Let me share ten actionable “be” tips from leaders , research, and personal experience on how individuals can sustain their positive personal energy and how business and HR leaders enable others to boost their energy.

1. Be intentional.

Rather than letting others define their wants and actions, people who are intentional become aware of their choices and accept consequences for them. Intentionality begins by being clear about what one wants, then making conscious choices to turn wants into actions and thoughts. Sometimes, intentionality means sacrificing to accomplish work goals; at other times, intentionality means disconnecting from work to renew. When I ask people what they intentionally do to renew, answers include exercise, meditate, be in nature, listen to music, disconnect from all technology, spend time with friends, engage in a hobby, and so forth. Being intentional both professionally and personally encourages a balance that energizes.

2. Be curious.

Curiosity comes from asking questions, signaling a commitment to understand, learn, and grow. By asking questions, individuals turn failures into opportunities to learn. I have also encouraged people to ask five “why” questions to discover the root cause of a concern. For example, when struggling to work with a manager, an employee asked five “why” questions: “Why would my boss act this way?” “Why might he or she be feeling that pressure?” etc. This can help individuals better understand others’ motivations and behaviors and thus turn distress into compassion.

3. Be optimistic.

Energy levels dissipate with pessimism and increase with optimism. Optimists have efficacy to believe that their efforts will lead to desired outcomes, see what is right, and focus on the positive. Even when facing difficult situations, realistic optimism leads to hope for what can be and thus leading to energy to keep moving forward.? When I was told I had leg neuropathy, while I was discouraged, I was delighted to get a permanent handicap sticker!? This is a simple example of focusing on what is positive even in a difficult situation.?

4. Be grateful.

Expressing gratitude has been shown to lead to positive emotions and happiness. Neuroscientists have found that when people express thanks for their blessings, they feel better about themselves. Adrian Gostick and Chester Elton have proposed that having daily gratitude reflections, keeping a gratitude journal, or something as simple as sending thank you notes can all improve energy and mental health.

5. Be vulnerable.

Vulnerability means accepting and being transparent about weaknesses. Rather than trying to hide personal challenges, sharing them openly often brings support. I have shared in public forums that I have leg neuropathy that sometimes affects my balance, so I hold onto someone to climb steps and sometimes sit during a presentation. By being candid about my challenge, participants focus less on my imbalance and more on the ideas I’m presenting and have more trust that I will be honest with them in other ways as well. Being vulnerable about weaknesses and transparent about mistakes can also build connection since everyone has similar challenges that can form a common bond.

6. Be connected.

The longest study of sustainable happiness (following adults since 1938) suggests that it comes from long-term relationships. This study found that attachment from close relationships—more than status, money, or fame—keeps people happy and even leads to improved physical health. Having and reaching out to friends to share daily events, celebrate successes, and process disappointments replaces the risks of social isolation with the benefits of feeling and being connected to others. Learning how to make and receive bids, be a positive teammate, and spend time with others increases energy and well-being.?

7. Be of good cheer.

Being able to have a sense of humor, put successes and failures in context, and laugh at oneself can turn embarrassing moments into shared experiences. At one of my early visits to Singapore, I spoke in front of a large audience. At the break, the colleague who was hosting me came to me and privately said, “Professor, you have a big hole in your pants.” Evidently, my weight gain had caused me to split my pants. I was embarrassed and quickly went to my room to change clothes. When I returned, I apologized to the participants for “mooning Singapore.” My humor made an embarrassing moment a chance to connect and help the participants who noticed laugh with me and move on. Humor energizes by putting challenges into context.?

8. Be branded.

A product brand gives people reason to buy or use a product. In our work, we have shown that leaders have a brand that characterizes their leadership style. Having a personal brand or identity that reflects one’s values shapes one’s actions, helps one make choices, and helps one accept consequences. If my identity (based on my values) is to be a good parent, then spending time with my children is not a sacrifice but a chosen lifestyle. Reflecting on and clarifying one’s desired identity, values, or brand as seen by others gives one consistency of action. When people choose to be known as enablers, believers, innovators, achievers, provocateurs, or mediators, they can be comfortable with the actions that follow. Over time, energy comes when others not only respect an individual’s personal brand but encourage him or her to act consistently with it.

9. Be calm.

Inevitably good and bad things happen that are highs and lows. Being calm means not getting too high with good news or too low with bad news. Anyone who travels extensively has a trove of good and bad experiences with getting through airports, flight delays, missed connections, crowded aircrafts, unruly passengers, and other inevitable hassles. Being calm means not getting too distraught and managing the difficulties with aplomb. I use the line, “it is what is” when facing personal or professional challenges. This does not mean giving up or giving in to the hassles but dealing with them without wasting energy by being distressed.

10. Be humble.

Humility comes from being meek instead of prideful, unpretentious instead of gaudy, and teachable instead of dogmatic. I encourage leaders to be Teflon in success and share credit and Velcro in failure to take blame and learn. Those who exercise power with humility strive to empower others. Humility replaces personal narcissism and self-interest with social goodwill and other-service. Humility builds energy by having personal confidence without arrogance.

Conclusion. Each of these ten tips have helped me and those I coach to maintain personal energy in the face of inevitable challenges. Which works for you? What would you add? How could you bring them into your organization to enable business and HR leaders to be energy providers?

Dave Ulrich?is the Rensis Likert Professor at the Ross School of Business, University of Michigan, and a partner at The RBL Group , a consulting firm focused on helping organizations and leaders deliver value.