Insights

From firefighting to future-building: mastering your leadership energy

We all have finite energy. While we cannot change the amount of energy, we can manage how we optimise the available energy we have. We can also influence where and how we invest it. Work expectations often force us to spend energy on tasks and activities that are necessary but not always the best use of our capacity.

A topic that still surfaces regularly in conversations about work is the need or purpose of a dedicated
office space and how much time employees should spend working in person with colleagues. A
valuable perspective emerges when we ask a different question: What should the purpose of working in person with colleagues be?

“Be alive to the reality of others.”
This is one of my favorite expressions. It’s how the Arbinger Institute describes empathy. It serves as a reminder that in our workplaces, understanding others is not just a soft skill; it’s the key to unlocking better collaboration and problem-solving.

Managing change effectively requires leaders to think and act differently. This process is energy-intensive, and energy—along with enthusiasm—is a critical resource for leadership. Lex Sisney, in his book Designed to Scale: How to Structure Your Company for Exponential Growth, uses physics and systems theory to explain how organisations must both respond to and shape change to ensure optimal performance.

Few things in life bring me more joy than seeing people truly happy at work. As a consultant, I have the unique privilege of engaging with individuals in their workspaces, exploring their experiences and understanding what drives their fulfillment.