The CEO of a Global Manufacturing Company initially came to us for executive coaching because, faced with conflicting personal and professional priorities, he recognized he was on the road to burnout and suspected that if he was heading in that direction, his employees might be also. As the Chief Energy Officer™, he had a disproportionate impact, and therefore a unique opportunity to influence people’s level of energy and performance during a period of intense organizational change.
We coached the CEO to manage his own energy first, in order to become a better role model, then, we conducted The Energy Audit for Organizations™ to map the company’s Energy Ecosystem and assess how well current policies, practices, messaging, facilities, and leader behaviors were contributing to overall capacity and performance.
To address existing energy blocks, we rolled out a series of Energy Interventions including PeopleFuel™, LeaderFuel™, and PeopleFuel for the Frontline™ to arm employees at all levels and functions with strategies to manage their own energy. To further embed our content into the culture, we held Train the Trainer programs so that internal champions could facilitate and scale our effort.
Finally, with the move of the organization’s headquarters, we conducted The Energy Audit for Workspaces™ to assess how employees were currently using their space, and determine the best way to create an energized environment.