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The Hidden Source Of Energy At Work

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Businesses are investing in ever-more exotic ways to increase employee wellbeing and stave off burnout – from free gym memberships and massages to onsite juice bars, healthy eating seminars and even sleep pods in the office. It’s no coincidence that as the pace of work gets more frenetic, outside of work we seek more ways to replenish our vital energy levels; whether it’s in tech-free weekends or evening yoga courses. But there is one incredibly important and as-yet untapped source of energy that business leaders should focus their attention on.  Better yet, it won’t cost a thing. The elusive energy source? Managers.

Energy, like emotion, is contagious.  There are people who exude energy, making others feel more alive and enthused simply by interacting with them, and then there are the energy drainers who deplete energy reserves. Naturally, we gravitate towards the energy boosters. And recent research shows that bosses who energize reap the rewards in terms of employee engagement and performance .

Bradley P. Owens and colleagues asked people describe a co-worker who made them feel energized.  59% of the participants in a recent study by identified a boss. By analyzing the responses, the researchers found that these energizers shared certain traits. They were positive to be around; “She energized me because she loved her job and was, in general, a very happy person. She always came in with a smile on her face, which created a positive atmosphere.” They stimulated their direct reports intellectually; “He brought to the room knowledge and a different perspective I found very interesting.” And they acted as a role model, exemplifying going the extra mile; “Her clear ambition of knowing what she wants to do, standing up to do what she really loved and her commitment to the field really inspired me.”

Importantly, the respondents described how these leaders not only made them feel energized, but also made them feel more motivated, able to work harder and even making menial tasks more enjoyable; “he made the grind of that work tolerable and exciting, believe it or not”. It’s no surprise then that such bosses facilitate greater business results.

In two separate studies, Owens and his team measured this type of ‘relational energy’ between employees and their direct managers, and one month later analyzed employee engagement and job performance (via an objective measure of productivity). The findings show there is a positive link between relational energy and people's engagement and performance .

The bosses described in the study weren’t born that way. While different people naturally possess different energy levels, the employees’ responses demonstrate that there are clear actions managers can take to energize their troops – and it doesn’t always have to mean bounding around like Steve Ballmer. With ‘relational energy’ it's the everyday interactions that matter, not showpiece presentations.  Which is why first-line managers are a far more important source of employee energy than grandstanding board members.

As first-line managers are spread ever-thinner, their day-to-day workloads increasingly intense, the question on leaders’ minds should be how to energize this vital workforce so they, in turn, go on to energize and engage their teams. The answer will be more than a free smoothie or two.

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My new book, Mind Gym: Achieve More by Thinking Differently is now available in bookstores nationwide.