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ORGANIZATIONAL ENERGY Fuel of High Performance Christina I Quality Forum 2014.

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Presentation on theme: "ORGANIZATIONAL ENERGY Fuel of High Performance Christina I Quality Forum 2014."— Presentation transcript:

1 ORGANIZATIONAL ENERGY Fuel of High Performance Christina I Quality Forum 2014

2 @ck4q #QF15 Speed Networking “When do you feel most excited and energized at work?”

3 @ck4q #QF15 Organizational Energy … “Extent to which the leaders of an organisation (or division or team) has mobilized its emotional, cognitive and behaviour potential to pursue its goals.” Bruch & Vogel (2011). Fully charged: how great leaders boost their organisation’s energy and ignite high performance.

4 @ck4q #QF15 Bruch & Vogel, 2011

5 @ck4q #QF15 Motivation … EXTRINSICINTRINSIC

6 @ck4q #QF15 Another view : Quality of … Level One: doing (processes) Level Two: thinking/ decision making Level Three: information that influences thinking Level Four: information that influences behavior Level Five: relationships (information flow) Level Six: perceptions and feelings (culture) Level Seven: individuals mind-sets (personal beliefs and values) “Engine” of quality D. Balestracci. Data Sanity “Fuel” of quality

7 @ck4q #QF15 Perspectives on Energy … Organizational Stanton Marris Bruch & Vogel NHS Individual Schwartz (The Energy Project )

8 © Stanton Marris What We Mean By Organisational Energy? The extent to which an organisation has mobilised the full available effort of its people in pursuit of its goals Purposeful Inert Chaotic Compliant Direction of energy Level of energy Loosely Highly Low High

9 © Stanton Marris Where organisational energy comes from The level of energy that people bring to their work is shaped by the ‘Four Cs’ – the energy generators Climate: how far ‘the way we do things round here’ encourages people to give of their best Connection: how far people see and feel a link between what matters to them and what matters to the organisation Content: how far the actual tasks people do are enjoyable in themselves and challenge them Context: how far the way the organisation operates and the physical environment in which people work make them feel supported

10 © Stanton Marris What are the enabling and restraining factors? Baseline energy people bring to work Connection Content Context Climate Enablers Restrainers

11 © Stanton Marris Overall Energy Index scores 11 Q32: I get regular feedback on how well I am participating in the HQN Q14: I understand what the HQN must do to succeed Truth Connection Content Context Climate

12 @ck4q #QF15 Another view on organizational energy Intensity – the degree to which the organization has activated its emotional, cognitive and behavioural potential. Quality – extent to which emotional, cognitive and behavioural forces align with organizational goals. Heike Bruch and Bernd Vogel (2011) Fully charged: how great leaders boost their organization’s energy and ignite high performance. Harvard Business Review Press.

13 @ck4q #QF15 Attributes of organizational energy: 1. Extent to which emotional, cognitive and behavioural potential activated 2. Collective attribute – shared potential of a unit or team 3. Malleable

14 @ck4q #QF15 Energy Matrix Corrosive Energy Productive Energy Resigned Inertia Comfortable energy High Intensity Low Negative Quality Positive Heike Bruch & Bernd Vogel (2011)

15 @ck4q #QF15 Question to ask … NOT: Which energy state describes my organization? RATHER: How strong is each different energy state in my organization? Which one is dominant today?

16 @ck4q #QF15 Individual Perspective Four key energy needs: 1. Physical 2. Emotional 3. Mental 4. Sense of purpose Schwartz, 2010

17 @ck4q #QF15 Schwartz, 2010 EMOTIONAL QUADRANTS High Low Positive Negative

18 @ck4q #QF15 Survival Zone Performance Zone Burnout Zone Renewal Zone Schwartz, 2010 EMOTIONAL QUADRANTS High Low Positive Negative

19 @ck4q #QF15 Schwartz, 2010 FOCUS QUADRANTS (mental energy) Narrow Wide Absorbed Distracted

20 @ck4q #QF15 Reactive Zone Tactical Zone Scattered Zone Big-Picture Zone Schwartz, 2010 FOCUS QUADRANTS (mental energy) Narrow Wide Absorbed Distracted

21 Why the modern world is bad for your brain (Daniel Levitan, 2015)

22 @ck4q #QF15 Reflections on practice …

23 @ck4q #QF15 Are You Heading for an Energy Crisis? BODY _____ I don’t regularly get at least 7 – 8 hours of sleep, and I often wake up feeling tired. _____ I frequently skip breakfast, or I settle for something that isn’t nutritious _____ I don’t work out enough (meaning cardio-vascular training at least three times a week and strength training at least once a week) _____ I don’t take regular breaks during the day to truly renew and recharge, or I often eat lunch at my desk, if I eat at all. Schwartz & McCarthy, 2007, Harvard Business Review

24 @ck4q #QF15 Are You Heading for an Energy Crisis? EMOTIONS _____ I frequently find myself feeling irritable, impatient, or anxious at work, especially when work is demanding. _____ I don’t have enough time with my family and loved ones, and when I’m with them, I’m not always really with them. _____ I have too little time for the activities that I most deeply enjoy. _____ I don’t stop frequently enough to express my appreciation to others or to savor my accomplishments and blessings. Schwartz & McCarthy, 2007, Harvard Business Review

25 @ck4q #QF15 Are You Heading for an Energy Crisis? MIND _____ I have difficultly focusing on one thing at a time, and I am easily distracted during the day, especially by . _____ I spend much of my day reacting to immediate crises and demands rather than focusing on activities with longer-term value and high leverage. _____ I don’t take enough time for reflection, strategizing, and creative thinking. _____ I work in the evenings or on weekends, and I almost never take an -free vacation. Schwartz & McCarthy, 2007, Harvard Business Review

26 @ck4q #QF15 Are You Heading for an Energy Crisis? SPIRIT _____ I don’t spend enough time at work doing what I do best and enjoy most. _____ There are significant gaps between what I say is most important to me in my life and how I actually allocate my time and energy. _____ My decision at work are more often influenced by external demands than by a strong, clear sense of my own purpose. _____ I don’t invest enough time and energy making a positive difference to others or to the world. Schwartz & McCarthy, 2007, Harvard Business Review

27 @ck4q #QF15 Are You Heading for an Energy Crisis? GUIDE TO SCORES Overall scores: 0 – 3: Excellent energy management skills 4 – 6: Reasonable energy management skills 7 – 10: Significant energy management deficits. 11 – 16: A full-fledged energy management crisis. Guide to category scores: 0: Excellent energy management skills 1: Strong energy management skills 2: Significant deficits 3: Poor energy management skills 4: A full-fledged energy crisis Schwartz & McCarthy, 2007, Harvard Business Review

28 @ck4q #QF15 Productive Energy Intense, positive emotion High activity, stamina, speed, productivity Characteristics: – Regularly challenge status quo – Healthy passion – Pushes limits to drive to success – Discretionary effort – Quick, efficient approach and accomplishments Bruch & Vogel, 2011

29 @ck4q #QF15 Comfortable Energy Satisfaction with status quo Long and slow decision making processes Culture of slowing/stopping innovation Weak, but positive emotions Lacks interest and excitement needed for positive change Bruch & Vogel, 2011

30 @ck4q #QF15 “A company’s ideal energy state combines high levels of productive and comfortable energy – that is when the organization is at its most dynamic, responsive, and innovative but on a healthy and stable basis.” Bruch & Vogel, 2011

31 @ck4q #QF15 Resigned Inertia Frustration, mental withdrawal or disappointment Low collective engagement Characteristics: – People appear not to care – Expressed negativity about new initiatives – Open signs of fatigue/burnout Bruch & Vogel, 2011

32 @ck4q #QF15 Corrosive Energy Collective aggression and destructive behaviours – Internal politics, resistance to change, resource competition, maximizing personal gains Low collective engagement Characteristics: – Prevalent silo thinking – Questions about management integrity, not “walking the talk” Bruch & Vogel, 2011

33 @ck4q #QF15 Organizational Energy Questionnaire (OEQ12) Measures and analyses an organizations’ energy profile 3 questions for each of the four energy states Uses:  Employee survey  Organizational energy pulse-check  Instant energy check Bruch & Vogel, 2011

34 ProductiveComfortableResignedCorrosive Benchmark81%75%12%18% Taken from top 10% of companies – 24,000 responses in 187 companies. Bruch & Vogel, 2011

35

36 Results:BenchmarkTeam Score Productive Energy Comfortable Energy Resigned Inertia Corrosive Energy

37 @ck4q #QF15 Three Energy Traps 1. Acceleration – High productive energy, pushed too long 2. Complacency – Low energy zone (resigned inertia & comfortable energy) 3. Corrosion – High negative energy (corrosive energy) Bruch & Vogel, 2011

38 @ck4q #QF15 Acceleration Trap High productive energy … leading to: – Increased number and speed of activities – Raised performance goals – Shorten innovation cycles – Introduction of new management or organizational systems Making this pace the “new normal” … becomes chronic overloading Bruch & Vogel, 2011

39 @ck4q #QF15 Acceleration Trap Local projects are not sufficiently connected to corporate goals Staff don’t feel conviction about, or meaning in, the change process Characterized by exhaustion and high stress about change Bruch & Vogel, 2011

40 @ck4q #QF15 Acceleration Trap Exhausted staff Resignation increases by 50% Emotional exhaustion increases by 70% Corrosive energy and aggression doubles (increase by 100%) Turnover intention triples (increase by 200%) Bruch & Vogel, 2011

41 @ck4q #QF15 Escaping the Acceleration Trap Detect acceleration Overloading (too many activities of the same kind, without sufficient resources) Multi-loading (too many different things to do) Perpetual loading (monotonous, continuous work) Bruch & Vogel, 2011

42 @ck4q #QF15 Escaping the Acceleration Trap Stop the action Ask teams “what we can stop doing?” (reverse innovation) Initiate “spring cleaning” Create new systems for prioritising and managing projects Take time-outs Slow down to speed up Build feedback systems Bruch & Vogel, 2011

43 @ck4q #QF15 Complacency Trap Dominance of comfortable energy Focus on mobilizing higher level of productive energy Slaying the dragon and winning the princess  Identify the major threat or challenge (dragon) OR  Promising opportunity (the princess) Help the organization to overcome or take advantage Requires a level of intensity in both engagement and commitment that routine activities do not ignite Bruch & Vogel, 2011

44 @ck4q #QF15 Slaying the Dragon – team actions 1. Identify and define the “threat” or “challenge” 2. Create a common sense of urgency – Burning ambition (vs burning platform) – Value based (fuel of change) 3. Strengthen team confidence that you can address the threat/overcome the challenge Bruch & Vogel, 2011

45 @ck4q #QF15 Winning the Princess – team actions 1. Identify and define the “opportunity” 2. Communicate the opportunity so others can see the value/want to commit to action Burning ambition (vs burning platform) Value based (fuel of change) 3. Strengthen team confidence that you are committed to success Bruch & Vogel, 2011

46 @ck4q #QF15 Corrosion Trap Appearance of high emotional involvement, creativity and action – but for the wrong reasons  Interpersonal aggression, infighting and internal rivalries Risk – this trap can destroy trust and put future collaboration at risk Corrosive energy makes problems grow rather than diminish over time – highly contagious nature Can be trapped in corrosion without even realizing it Bruch & Vogel, 2011

47 @ck4q #QF15 Escaping the Corrosion Trap ~ Energetic Refocusing Phase one: phase down negativity – Name the “elephant in the room” – Destructive brainstorming / TRIZ – Identify and support “toxic handlers” Phase two: build a strong organisational identity – Refocus joint goals – Create collective commitment – Build and rebuild pride Bruch & Vogel, 2011

48 @ck4q #QF15 NHS Energy for Change Psychological Physical Spiritual SocialIntellectual

49 @ck4q #QF15 the capacity and drive of a team, organisation or system to act and make the difference necessary to achieve its goals Psychologi cal Physical Spiritual SocialIntellectual Energy for change is:

50 #Quality2013 The five energies for change

51 #Quality2013 High and low ends of each energy domain LowHigh Socialisolatedsolidarity Spiritualuncommittedhigher purpose Psychologicalriskysafe Physicalfatiguevitality IntellectualIllogicalreason

52 #Quality2013 Are particular energy domains more dominant than others for our team at the moment? Is this the optimal energy profile to help us achieve our improvement goals? Energy for change profile

53 #Quality2013 Are particular energy domains more dominant than others for our team at the moment? Is this the optimal energy profile to help us achieve our improvement goals? Energy for change profile

54 @helenbevan What’s your assessment of their energy for change?

55 @ck4q #QF15 TRIZ Make it possible to speak the unspeakable, expose the taboos, get skeletons out of the closet Make space for innovation or change Lay the ground for creative destruction by doing the hard work in a fun way Begin with a VERY unwanted result, quickly confirm your suggestion with the group Take time with similarities to what you are doing now and how this harms you Bruch & Vogel, 2011

56 @ck4q #QF15 Sustaining Energy for the Long Haul Proactively manage energy – Assess and benchmark – Set goals around leveraging the energy – Role model within your own team – Show that you value the overall organisational purpose above your own agenda Mobilise around distinctive challenges and opportunities Forcefully cut corrosion Decelerate energy when needed Build energised leaders

57 @ck4q #QF15 Thank you! Christina


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