Archive for the ‘Blog’ Category

Building Career Resilience

March 23rd, 2020

“You are not born with a fixed amount of resilience. Like a muscle, you can build it up, draw on it when you need it.”  – Sheryl Sandberg

Most of us have encountered significant moments in both our personal and professional lives that have stopped us in our tracks or, to put it bluntly, sent us into a complete tailspin.

I remember that sinking feeling very clearly. In 2007 I stepped off a plane travelling interstate with some 20 missed calls from my family, who delivered news that my sister had been hit by a car to get to the hospital immediately, as she was being wheeling into surgery.

I remember sitting on a Greek island (stay with me!) with a mate, with a year of travel already planned and booked in, when they decided at the three-month mark, to return to Australia. At the time, I had been talked into going overseas in the first place, and I was suddenly faced with nine-months of travelling alone (or forfeit everything I’d booked!).

I remember when two key clients – representing nearly 80% of my business –both called within 24 hours to say that they were cancelling their 12 month leadership programs as they were announcing M&A activity (interesting that they decided to pull the programs at a time when their leaders probably needed it most, but that’s a whole other story!).

I wouldn’t invite or wish these challenges upon anyone, but when I reflect on these moments, I am encouraged by the fact that not only did I ‘survive’ them (and so did my sister!); new opportunities and relationships came from them all. Ones that would possibly never have been considered or embarked upon without the jolt those moments of crisis invariably bring.

At the time of my sister’s accident, I had just returned from living overseas and we had both moved to Melbourne. It was the first time that we had lived in the same place since I was 11 years old, courtesy of boarding school and life moves. My sister’s subsequent year of recovery saw the foundations of a sister bond form that could survive an apocalypse.

With my mate flying back to Australia, I flew to London and found a whole new world and life open up. I stayed another seven years, travelled more than I could have ever imagined, changed careers and met people who are now not just life-long friends but who continue to impact and shape much of who I am and how I live my life.

Losing two key clients forced me to draw on my professional resilience and diversify my business that today has provided greater security, nimbleness and fulfilment.

It’s not only been my personal experiences that have seen opportunities arise in moments of what feels like overwhelming challenge.

History has shown us time and time again that new opportunities can be born out of a crisis. The key is being ready to respond – both personally and professionally.

In my world of career management and leadership, our abilities in moments of crisis to replace nervousness with confidence, confusion with clarity and a sense of powerlessness with control is a superpower – not just for ourselves but also our teams.

Whether we are looking at our own personal careers or how we lead our team through periods of uncertainty and vulnerability there a number of key questions we need to be able to ask ourselves, some of which include:

Clarity:

What can I / we do and how is that regarded?

What do I / we need to develop to meet current need?

Demand:

Where is the most immediate demand for my / our expertise?

How easily am I / we found?

Adaptability:

How do I / we demonstrate transferability of knowledge, skills and relationships quickly and easily?

What do I / we personally need to pivot with ease?

At this particular moment in time, we all have an incredible opportunity in these times to do and become something different… something better. It will require us to take a different course of action, be open to new ideas and ways of working and to step out into a world of uncertainty and no guarantees.

If you or your team require advice to explore or manage this, you may be interested in the first of a series of webinars I am hosting, commencing this Friday with “Building Career Resilience.” (Details below)

With many of us are feeling more vulnerable and anxious than ever before – especially when it comes to job security and career stability – anticipating risk, limiting fallout and developing our ‘bounce back’ ability is essential for career resilience.

In my world of career management and leadership, our abilities in moments of crisis to replace nervousness with confidence, confusion with clarity and a sense of powerlessness with control is a superpower – not just for ourselves but also our teams.

Join me for a free webinar where we will explore the key elements of managing your career during periods of high change and uncertainty.

Designed to help you identify your career priorities and what immediate action is required to pivot, transition and move forward, this highly practical webinar will provide you with the next steps and simple tips to immediately adopt for your career today.

Date: Friday 23 March, 2020
Time: 10:30am

Book your free ticket here, and you will receive a confirmation email with the dial-in details and Zoom link.

In the meantime, please stay safe and well, and know that we are most certainly stronger together.

 

A snapshot of some the ways that I can help you navigate this current environment:

Advisory: 

  • Workforce contingency planning
  • Leadership change communications
  • Role Redefinition
  • Transition Strategies

Virtual Training and Workshops:

  • Leading and Connecting Remotely
  • Leading Through Change
  • Career Planning and Management
  • Building Influence and Impact

Coaching:

  • Preparing for Career Conversations
  • Leading and Connecting Remotely
  • Building Engagement, Influence and Impact
  • Maximising my Leadership / Career Opportunity

To learn more, contact me directly here.

Does Curiosity Really Kill The Cat?

March 8th, 2020

“I have no special talents. I am just passionately curious.” – Albert Einstein

The age-old adage, “curiosity killed the cat” seems to suggest that inquisitiveness is a dangerous thing; that it leads us down a path of danger, that it is fraught with hurdles and is an unnecessary use of time.

Curiosity, however, is an essential ingredient to great leadership and all too often, we fall into a pattern of accepting things at face value, perhaps because sometimes it seems easier or more convenient to continue as we do, particularly when nothing in particular may need fixing.

Science fiction author C. J. Cherryh famously said, “ignorance killed the cat; curiosity was framed!” Her statement could not be more accurate. A lack of awareness can mean we begin to accept things as they are and can quickly become stuck in our ways of working and doing business. Momentum is stalled and the ideas and innovation that can help to drive businesses stagnate.

So, it should come as no surprise that truly great leaders are also curious leaders.

They seem to be in possession of an extraordinary curiosity for exploring ‘the new’; for learning and discovery; for the possibility of what could be and not merely what is. They are motivated by the desire to improve and better their own lives, careers and the organisations that they lead. They are not satisfied with maintaining the status quo.

Being curious does not mean being distracted. In our hyper-connected world it is a challenge not to become overwhelmed and distracted with the world of information that is available at your fingertips. The ability to effectively channel your curiosity to the things that matter is what defines a ‘healthy curiosity’ and sets the truly successful people apart.

So why is curiosity important? Many articles highlight the value it brings, including helping us to overcome our fears, to building a greater sense of self-awareness and an ongoing cycle of learning. In thinking with curiosity, doing so also acts as a great source of influence, inspiration and motivation and leads to greater agility, innovation and creativity.  Additionally, it helps us to maintain and gain clarity, relevance and purpose in what we do.

Curiosity showcases your personal brilliance: Asking why or how helps us clarify situations and issues. It encourages us to adopt a proactive solution-oriented style of thinking rather than a reactive problematic view of the world.

With that in mind, how can we actively build curiosity in our own lives each day? What follows are five key actions you can take to help cultivate a greater sense of curiosity.

Commit to an open mind: Not only do we need to commit to learning and embracing the new, but also to unlearning and relearning. Our ability to change our view on the way that things have always been done and embrace new ways can be a continual challenge, however a curious mindset will actively support the embracing not only of new ideas but also new ways to approach things.

Ask questions – lots of them: Your outcomes and direction are greatly determined by the quality of the questions you ask yourself and those around you. Seeking understanding and not merely responses will help create and open up new opportunities, solutions and pathways.

Don’t accept the status quo: Challenge the norm – ask why? How many times have we heard the response ‘because that’s the way we’ve always done it’ or ‘that’s just the way we do things around here’ only to discover that the blind acceptance of the status quo is what is holding us back from achieving great things. Creating a safe environment that encourages exploration of the ‘why’ is a key part of developing critical thinking and action-oriented outcomes.

Adopt a healthy regard for learning: Successful individuals and great leaders are never satisfied with what they know. They advocate the need for lifelong learning and recognise that learning does not stop with the acquisition of a certain role or title. Seeing learning as fun and a source of motivation and knowledge will make you naturally want to dig deeper.

Collaborate: None of us have all the answers. Seeking out new relationships and engaging with those around you will ensure that the ‘ideas bank’ remains a rich resource to tap into. Not only does it make what we do more rewarding, but it also provides you with fresh thinking and different perspectives.

We all need to encourage and celebrate curiosity. We need it for both our own careers and the businesses that we lead. We need to see our organisations filled with people who know how to ask questions and who are experienced in finding answers and creating solutions; people who aren’t’ afraid to fall or fail for they know that they have the ability and confidence to stand and continue seeking out the best possible path forward. People who don’t want to settle for ‘what is’ but want to explore the ‘what if’ moments both for themselves and the organisations they work for.

Seeking out the world of possibility and not just accepting the world of ‘what is’ brings so many rich rewards and much fulfillment. Can you think of a recent situation in which your curiosity made a difference, or made a positive impact on your work?

 

The Keys Of Consistency

February 5th, 2020

“It’s not what we do once in a while that shapes our lives. It’s what we do consistently” – Tony Robbins

We all know that true success does not occur overnight. Behind it sits volumes of effort, belief and action demonstrated consistently over time. Underpinning much of our success has been the small daily or weekly decisions and actions and how they have added up over the years.

With a new year well underway, we need to ask ourselves how our actions are stacking up against the intentions, resolutions and goals we have set for ourselves.

Whether it has been a commitment to read recent industry publications to help us remain relevant; invested time in creating purposeful professional relationships and broad networks; or made a conscious effort to expand and diversify our skill sets, the consistency of our actions (or lack thereof) has played a major role in where we find ourselves today.

When advising business leaders, I often think of a Harvard Business Review study that coined the term, the ‘Progress Principle’. It reminds us: “Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work,”

Building awareness around what needs to be done is only the first step. We must execute our ideas and ambitions – which is often easier said than done.

However, at time where our ability to navigate change and demonstrate true career resiliency, never have these ‘little things’ counted for so much. These small actions over time compound positively or negatively much like they do in a bank account. Lots of small proactive decisions add up in a positive way like regular savings into a bank account; whereas complacency and bad decisions are like small debits eating away at your value over time.

A tool I frequently draw on in my training programs is my career currency model, which prompts us to regularly ask ourselves the following:

  • Where are you at and why?
  • What are your most pressing considerations?
  • What can be done to enact immediate action?
  • How do you maximise existing career options?
  • What are the longer-term implications or possible outcomes?

Ultimately, these questions will help you to determine what actions you are taking to grow the value of your career currency today.

In talking with business leaders, I often hear that it is not the big things that keep them awake at night but the little things. Why? Because they know that over time these little ‘things’ have the power to become the big things and significantly impact efficiencies, outcomes and relationships. It is exactly the same with our careers – if we aren’t careful, failure to action the ‘little’ things will prevent us from reaching our potential and desired levels of success.

As leaders, our ability to demonstrate and build consistency in performance, behaviour and service is imperative. Nothing is more frustrating than inconsistency in one or more of these three elements. No doubt many of us are able to recall colleagues who have severely limited their opportunities due to an inability to consistently perform or behave. Where one week they seem to be producing record results only to not contribute for the following three. Or where they are technically brilliant at what they do but cause so much disruption amongst their team that the overall results are compromised because no one wants to work with them or you going forward.

There is no doubt that one of the biggest causes of failure today is inconsistency. Whilst the idea of consistency is fairly simple the ability to execute it is often not. More often than not it is due to one of the following three things:

  1. Impatience: We want the results immediately. Think of all those diet and exercise regimes that we have all invariably embarked upon!
  2. Belief: If we don’t believe in what we are doing the only thing that we are most likely to be consistent in is avoidance.
  3. Value: Failure to see the benefits of the amount of effort invested.

Consistency is definitely achievable for us all but it does take practice. Understanding what it is that you do and why is critical but so too is understanding how consistency creates high value and longevity in your career. I would encourage you to take a moment to consider the following career benefits:

  • Consistency establishes belief: The thoughts and actions that we take on a daily and/or regular basis do shape our own self-belief and the belief that others have in us. Not only is it a powerful force for motivating and building trust in others but it also serves as a powerful model for the standards we and others rise and fall to.
  • Consistency creates relevance: Your customers, clients, organisations and team members are all looking to you as a reliable and informed source of information. To remain informed we need to be relevant. What are the latest developments in your industries, your areas of expertise or your regions? Is your level of knowledge and it’s applicability empowering or depowering you and what you do?
  • Consistency allows for measurement: To build meaningful and successful steps of progression we need to understand what it is that is actually working – or not working. What are the results of your consistent efforts, actions and strategies – good or bad? Our ability to measure, assess and realign are crucial skills in our ever-changing world.
  • Consistency creates accountability: Accountability is a critical requirement in high performance and values aligned cultures. Owning what you do, the ‘why’ and the way you do it can’t help but create accountability for both yourself and those around you. Being consistently accountable – in the good and the bad times – is what will set you apart as the consummate professional.
  • Consistency builds stability: Not only does it build stability but it also builds sustainability. When people know what you stand for and where they stand with you, it provides the framework for them to perform at their optimal level. By removing the game playing, the contradictions and the inconsistencies, individuals have a clear runway to success that engenders both confidence and loyalty.
  • Consistency establishes your reputation: Your track record is your reputation. Building that track record on one that is defined by consistent performance, respectful behaviours and high value relationships is fundamental to both your current and future success. Remember your track record follows you no matter where you go.

The future is all yours for the taking. What it is that you do consistency in your daily, weekly, monthly routine and ask yourself if it is building or limiting your career future?

As always I would love to hear your thoughts.

Is Your Career On Autopilot?

January 19th, 2020

“Your life is your story. Write well, edit often” – Susan Statham

As we return to work at the beginning of a new year, it’s never too long before we switch back into our usual high output gear after the break. However, all too often, we accelerate into our usual workflows without taking the opportunity to think more consciously and carefully about how we want to architect our lives and careers for the year ahead and beyond. Our momentum is halted, and our career trajectories can easily stagnate.

Zoning out is easy to do when your career is on autopilot. How often have we travelled home at the end of the day, only to arrive with no real sense of time or conscious thought to the direction we were taking? We simply found ourselves there before we knew it because it was something that we had done a million times before. We didn’t have to put any real effort into the directions or paths we needed to take.

While most of us can travel on familiar paths in autopilot, we can’t afford to run our careers or businesses in this mode no matter how familiar or well-worn the path before us has been. Yet it is often not until a jolt out of the blue occurs – a business restructure, the resignation of a key team member or the loss of a major client – that we seem to click back into an acute awareness of the landscape around us. When this jolt happens we find that we have assumed way too much and responded way too little to the everyday events and things surrounding us.

Recently I have found myself working with several organisations navigating significant business change. For many individuals this has meant substantial changes to roles and the way they do business or at the other end of the spectrum, redundancy.

What has been interesting is the varying way in which these individuals have responded to their situations. While nearly all have found it initially difficult and confronting, some are navigating the changes with a strong sense of awareness about what the opportunity means for them and a feeling of control and ownership.  For others however the options are met with nothing short of significant loss and fear for the future.

While the autopilot mode of going through the motions may yield results in the short term it can have a significant impact in the long term on how we think, assess, make decisions and move forward with our roles as leaders and in our careers. It can easily leave us feeling disempowered and lacking control. A key danger of the business and leadership autopilot mode is assuming that the past will ensure the future. The reality is the knowledge, skills and relationships that have got us to where we are today are not necessarily going to take us to where we want to go tomorrow. What will support our forward momentum, is our ability to embrace new understandings, new solutions and new mastery. And you can’t do this without being acutely aware of what is happening around you, how you respond and acknowledging that it is you who is sitting in the driver’s seat of your career. As is so often said, businesses own the roles while you own your career.

Before you find yourself in situations that see you calling out Mayday or sending off the emergency flares, I would encourage you to consider the following six actions that you can take to flick off the autopilot switch and regain a sense of career control:

Mix up your routine: Undertaking the same routine day in and day out often heightens the danger of ‘status quo’. It dulls our senses and ability to spot the opportunities and obstacles that lay before us. By changing up our everyday routine we are more likely to accurately recognise, assess and act on the current state of play in a more informed and timely manner.

Understand your strengths and weaknesses: Gaining an accurate view of what our strengths and weaknesses allow us to focus on what we do best, identify ways to collaborate with those whose knowledge and skills complement ours and stay out of what we don’t do well.

Focus on honing your strengths: Often we spend wasted energy and time on trying to ‘fix’ our weaknesses, when what we should be doing is focusing on how to hone and elevate our strengths. It is only when we do that we will be able to maximize our productivity, efficiency and levels of fulfillment in the tasks at hand.

Identify where they are most valued: To recognise where your knowledge and skills are best regarded – both immediately and in the long-term future – requires an investment of time, energy and planning.  Build a road map that identifies where they are currently being used, how and with whom you should be engaging with to ensure that you build future currency in your career.

Invest in your own learning: We also often relegate our future learning and professional development opportunities to the organisation we work for. The danger is when business belts are tightened often the first thing that disappears is training. By taking proactive measures to invest in your own learning you will ensure that your skills, knowledge and networks remain up to date, fresh and relevant, which in turn sees you well-positioned for your future preferred opportunities.

Build purposeful networks: Invest in the right networks – both internally and externally – and dedicate time and energy to them. If necessary, conduct an audit to ensure that you have the right people to support where you want to go and you eliminate those that detract you from your path.

As you develop your awareness and switch off from ‘auto pilot’ mode, an effective way to turn your attention inward to your career history, desired trajectory, is the document that articulates this; your resume.

As your resume tells your professional story and highlights both your capability and your potential, it is naturally imperative to constantly refine and update it. Revisiting it on a regular basis can also help you to identify gaps, strengths and weaknesses that may also give you an insight into your future ambitions and what needs to change in order to achieve them. You can do this by following my Resume Checklist, which I have developed to help guide you through this process.

Switching out of auto pilot mode and back into ‘go-mode’ requires a shift in both mindset and habits. Whilst it does take an up-front investment of both energy and time the benefits are enormous and long lasting: career confidence, clarity and purpose. What can you do today to flick off the autopilot switch?

As always I would love to hear your thoughts.

Leading With Generosity & Gratitude

December 4th, 2019

“We make a living by what we get, but we make a life by what we give”

– Winston Churchill

In the giving spirit of the festive season, December is a particularly poignant time of year time to reflect on how we as leaders can demonstrate generosity, not only now, but all year round.

Leading with generosity goes hand in hand with generous leadership principles, and recently, David DeSteno, a professor of psychology at Northeastern University and a visiting fellow at Harvard’s Center for Public Leadership wrote an article that appeared in The New York Times on the positive effect of gratitude during Thanksgiving. His premise could be applied to our life and work all year round, however. While holidays such as Christmas prompt and instill a sense of gratitude he says: “Yet on the other 364 days of the year — the ones when you might feel lonely, stressed at work, tempted to dishonesty or stinginess — pausing to cultivate a sense of gratitude can make a big difference. Gratitude may not be needed on Thanksgiving, but giving thanks on other days can help ensure that in the future, you’ll have many things to be grateful for.

When we think of generosity, we often think of financial giving or involvement in charitable work. It may be exercised regularly through corporate social responsibility initiatives, and your businesses core values. However, we don’t naturally think of it in terms of business dealings or in what we do in our day-to-day jobs. Typically it is equated with what we do outside of business hours rather than what we do in them. What charities, community projects or family and friend endeavours we choose to give to financially or with our time.

Make no mistake, these endeavours are all noble and worthy acts of generosity and ones that we should seek out. However, overlooking the ways we can give generously through what we do and how we lead is not only a missed opportunity to leave our world in a better place but can be self-limiting to our own levels of fulfillment and future growth as well as to those in our teams.

Whilst true generosity is ultimately an altruistic act we more often than not receive things in return – and often abundantly. As leaders, this could transpire in the form of increased cooperation and collaboration, enjoyment in what we do, sheer goodwill and/or the fulfillment of seeing others succeed. Not to mention increased productivity and profitability.

If you were to take a moment to reflect on the colleagues and leaders who have left a positive mark on you and your career there would invariably be a common trait: Generosity of spirit. They are the people who gave freely of their time, knowledge and trust and who helped facilitate opportunities for you.

Adam Grant, author of the best selling book Give and Take looks at how and why our success today is increasingly dependent on the interactions we have with others. In essence, he flips the notion that it is successful people that tend to give generously, to the idea that it is those with a generous spirit who become successful. He believes that in a work environment there are three ways people generally operate: taking, matching or giving. Whilst takers seek to get as much as possible form others and matchers focus on trading evenly, givers are those rare people who genuinely contribute without expectation of receiving anything in return. His research shows that whilst some givers do occasionally burn out they are the group that are most likely to achieve extraordinary results regardless of what field they operate in.

Successful leaders are generous: they give freely and unreservedly and often. In reflecting upon some of the amazing leaders that I have either worked for or with there are some other common acts of generosity. They all:

  1. Give Opportunity: Opportunities to engage in meaningful challenging work and not just a list of tasks. Opportunities that extend and open up new thinking & learning, new networks and offer lasting impact.
  2. Give A Strong Sense of Belonging: They create environments that are safe and supportive, allowing us to bring our whole sense of self to the office and not just our work mask. They help you see the value in what you do and feel an intrinsic part of the team and organisation’s success.
  3. Give Guidance: Generous leaders seek to guide and not control. They offer constructive feedback rather than criticism and empower you to make decisions with strong frameworks of support.
  4. Give Space: Space to explore, create, grow, fail and make mistakes and most importantly to get back up confidently and go again.
  5. Give Information, Knowledge & Experience: Not only do generous leaders offer their insights they encourage others to do so as well. They understand that increased leverage and success comes with purposeful collaboration and open, willing minds not but holding tightly onto things.
  6. Give Credit: By recognising and appreciating the efforts of others the generous leader helps to create a sense of shared success. They understand the power of ‘We’ is much more powerful than ‘I’.
  7. Give Encouragement: Generous leaders encourage you to step out and try different things, take risks and push the boundaries of what you think you are capable of. They offer faith in you and push you to be the best you can be.
  8. Give Trust: Generous leaders understand that high performing cultures are rich in trust. Trust amongst each other, in each other’s talents, capabilities and values.
  9. Give Time and Energy: Generous leaders understand the importance of really listening and engaging. They offer their time, their total attention and interest in you, what you are doing and the outcomes you seek.
  10. Give Time Back To Themselves: The generous leader works hard to ensure that their batteries remain charged so as to enable them to give on an ongoing basis. They invest in time and energy in what reinvigorates them in mind, body and spirit.

Giving generously tends to inspire others to do the same. It also helps us create a lasting legacy for what we do, the people we work with and the businesses we have or work for. I would encourage you to explore how you can give generously through your leadership and inspire others to continue to ‘pay it forward’, not only as we race towards the end of the year but into 2020 and beyond.

Can you think of some ways you can integrate greater generosity and gratitude into your day-to-day leadership? As always I would love to hear your thoughts.

The Key to Leadership Vitality

November 6th, 2019

“Managing energy, not time, is the fundamental currency of high performance. Performance is grounded in the skilful management of energy”
– Tony Schwartz

Have you ever noticed how exceptional leaders who consistently deliver exceptional results personify the same traits? They tend to lead by example in the truest sense of this phrase. They not only seem to continue giving and delivering but they do it in a style that personifies confidence, fulfilment and passion.

With the holiday season on the very near horizon, a perfect opportunity presents itself to pause and take stock of both our own energy and vitality, and the effect – positive, negative or neutral – that it has on our teams and colleagues.

The lead up to the end of the calendar year is often one of the busiest, which means it is crucial to preserve energy, and to ensure that precious vitality isn’t swallowed up by the intensity of pre-holiday deadlines. With a new year on the horizon, maintaining your vitality and energy now is also a key step in preparing for a successful start to the new year.

We can begin this process of self-reflection by thinking of the leaders you have worked with who represent what it means to be ‘fully alive’ and brimming with vitality. How did they influence you, inspire you, or make you feel? No doubt you just felt better for being around them – more confident, capable and energetic.

These are the leaders who tend to inspire you and have a way of breathing life and vitality into both people and projects. Conversely if you have ever worked with people who are constantly tired, stressed or drained of energy and enthusiasm they invariably leave you feeling like you’ve had the life sucked right out of you. You walk out of meetings feeling deflated, directionless and unmotivated. One group radiates vitality and the other drains it.

The reality is when an organisation’s leaders and people are running on empty tanks, everything suffers. It is the loss of personal vitality that has a definable cost to the business and heavily impacts on both productivity and profitability. If we want to build and/or lead businesses rich in these things we need to start paying attention to the health and vitality of ourselves as leaders so that we can positively impact our people and our clients and customers.

Business vitality is often referred to as the degree to which an organisation is successful in the eyes of their customers, employees and shareholders. Measures of vitality will include client and employee retention, stock price, profits, revenue growth and operating costs.

Often referred to as the ‘soft measures’ things such as public trust, innovation, collaboration, employee well-being and employee engagement are also critical. More and more organisations though are realising that these so-called ‘soft measures’ are better viewed as the critical measures. For it is these critical measures that determine and drive the hard measures.

As the speed at which we do business continues to accelerate and the market volatility and rate of change remains a constant, vitality is fast becoming recognised as a ‘must have’ leadership trait. This trait become even more pronounced in times of high intensity within organisations – and at this time of year in particular. In a climate where we as leaders are constantly being asked to do ‘more with less’ ­– less resources, less money and less people – we need to ensure that we know how to effectively manage our energy levels and not fall into the all too common trap of responding by simply working longer hours. ‘If I just do more, work harder things will improve and I will get through it’. When we don’t simply ‘get through it’ we start to question our capability, purpose and impact. And our people notice it. It can all too easily become a viscous cycle that if we aren’t careful robs us; our people; and our businesses of vitality, essence and spirit.

Jim Loehr and Tony Schwartz, authors of The Power of Full Engagement, argue that managing energy and not time is the key to personal and business vitality. They detail how mobilizing our key sources of energy, balancing how we spend it with how renew it and the energy habits we create, is critical to our success. Their recommended practices below for renewing the four sources of energy with the aim of becoming more vital are well worth examining.

Leadership vitality is about developing a critical life force that builds sustainable productivity and profitability. It starts with you. As the year draws to a close, I would encourage you consider how you can preserve your energy tanks to build vitality credits and how you can also begin to renew your sense of vitality over the break. You and your business will thank you for it.

Do you feel you are generating vitality as a leader? What do you notice when you feel your most energised within your business?

As always, I would love to hear your thoughts.

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