In 2015, Schneider Electric made individual employee well-being an organizational mission to enable sustainable high performance. “A key pillar of the strategy was to develop great and caring leaders who inspire, adopt and promote well-being behaviors,” explains Schneider Electric’s CEO, Jean-Pascal Tricoire. A core metric that emerged from the strategic planning process was to grow overall employee engagement from 61% to 75% by 2020.
We worked with Schneider Electric’s top 1,000 leaders and 500 designated internal “Energy Champions” to help them understand how to better manage their own energy, to mobilize the capacity of their teams, and to innovate around new ways of working.
A key aspect of our solution was Leadership Energy Labs, which enabled senior managers to explore their role as Chief Energy Officers and to experiment with addressing the energy management behaviors that contributed to their biggest business challenges.
We introduced Internal Energy Champions to a new set of tools they could bring to their communities in order to expand and renew capacity every day both at work and home.
To scale the impact, we ran monthly global webinars in which we shared key ideas and strategies to the whole organization. To measure the impact, we conducted regular energy diagnostics which provided a continuous snapshot of the organization’s growing capacity.
A mission-driven large healthcare organization came to The Energy Project with a highly motivated and passionate staff who were on the road to burnout in support of their patients.