Energy Leadership E-Book

Bruce D. Schneider

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 357

Veröffentlichungsjahr: 2010

Beschreibung

In Energy Leadership, renowned coach Bruce D. Schneider teaches how to understand the most important personal resource of all -- energy, and shows how to harness it to achieve success in the workplace, the home, and in the world at large. This engaging and fast-paced story clearly explains how managers and leaders from all walks of life can use the principles of Energy Leadership to inspire themselves and others to achieve extraordinary results in whatever they do. The author provides insight into a cutting edge coaching process he has developed, which has positively impacted the lives of tens of thousands of people in both the corporate and private sectors. You will learn how to: * Recognize the seven distinct levels that are the key to understanding why everyone thinks and acts the way they do, in life and specifically within the workplace. * Distinguish truly effective leaders from those who deplete the energy of the people around them, and specific techniques to shift energy levels to inspire peak performance. * Become powerful leaders who motivate themselves and others to reach their true potential. * Identify the Big Four Energy Blocks and discover proven techniques and strategies for overcoming these and other obstacles to success. * Develop the ability to shift internal energy to meet any leadership challenge, and use this newfound power to inspire respect, confidence, and loyalty in others. If you always try to inspire others but sometimes feel like something?s missing, something is. Energy Leadership puts you in touch with the missing link between your ambitions and your ability to achieve them.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Foreword

Acknowledgments

Introduction

Chapter 1 - Thank God It’s Monday!

Six Months Earlier . . .

Why Bother?

Chapter 2 - What Energetic Level Are You?

The First Circle of Awareness—Levels 1 and 2

The Second Circle of Awareness—Levels 3, 4, and 5

The Third Circle of Awareness—Levels 6 and 7

Back to the Grind

Chapter 3 - Just Give It Six Months

Home Port

The Core Energy Coaching Process

Chapter 4 - “I Want It Now!”

Tackling Challenges at the Root Cause

Laying Off the Fear

Chapter 5 - All That “Matters” Is Energy

Catabolic versus Anabolic Leadership

The Anabolic Leader

Chapter 6 - Time for a Corporate Shock Treatment? (Level 1)

Time to Get Personnel

The Truth about Level 1 Organizations

Chapter 7 - Without Fear, What Could You Do? (Level 2)

Level 2 Leaders

Level 2 Organizations

Customer, Serve Us

Breaking Through with Don

Chapter 8 - The Big Four Energy Blocks

Energy Block 1: Limiting Beliefs

Energy Block 2: Assumptions

Energy Block 3: Interpretations

Energy Block 4: Gremlins

Chapter 9 - Removing Obstacles to Success (Level 3)

Looking Forward

Chapter 10 - Putting Your Heart into Your Job (Level 4)

Life with Level 4

Changing Behavior

Changing Emotions

Changing Thoughts

Chapter 11 - The CEO of the Future (Level 5)

The Level 5 Opportunity

Breakthrough Laser Coaching

Chapter 12 - The Power of Partnership: Writing the Success Script (Levels 6 and 7)

Level 6 Leaders

Holographic Thinking

Epilogue

Praise for

ENERGY LEADERSHIP

“You can’t fake your way through life or leadership. Energy Leadership is a story with a powerful message; one that I predict will positively change the thinking—and lives—of millions of people from all walks of life.”

—Michael Port, national bestselling author of Book Yourself Solid

“Energy Leadership presents an in-depth look at the being of leaders from the unique perspective of profiling how they effectively channel their energy into higher level thinking and creativity. Energy Leadership is a must read for any person who is a leader, works with leaders, or for anyone seeking to improve their own self-leadership. Coaches, consultants, human resource executives, to name a few, should all spend some quality time with this insightful book. The lessons contained in it are priceless.”

—Margaret Krigbaum, Master Certified Coach

“ The implications of this book are far-reaching and transformative for anyone who is serious about living to their fullest potential. The Energetic Self-Perception chart is not only a tool for leadership awareness, but I see it as a map of human evolution—creating understanding of where we’ve been while guiding readers to a vision of the future.”

—Kurt Wright, author of Breaking the Rules

“It often seems like the most valuable books present something to us that we didn’t realize that we didn’t know, but that once read, make perfect and intuitive sense. Energy Leadership is such a book. It looks at life, and specifically leadership, in a very unique way and offers a recipe for self-and work-mastery. Truly a one of a kind book.”

—Gil Benjamin, CEO, US Motor Works, LLC

“We are all composed of energy at our core. This book offers clear, crisp, and enlightened ways of being in our world. The energy laws are masterfully described, and if these principles are integrated into how we lead, we are sure to transform ourselves, our relationships, and our working results.”

—Thomas G. Crane, author of The Heart of Coaching

“After reading this tale of the turnaround of a failing company, I was inspired to explore how Energy Leadership could further strengthen my own organization. After implementing the process, I’ve been amazed at the attitude and morale improvement of my management team. It’s great to finally have a guide to what matters most, not only in the workplace, but also for life.”

—Gary Fisch, CEO/President, Gary’s Wine & Marketplace

“The Energy Leadership System is amazing and has proven to be of extraordinary value. My clients state that they wish they had known about the System years ago! During the past year, I have also used it with everyone else in my life and the insights that this work offers, as well as the impact on outcomes, is truly exceptional. I strongly recommend Energy Leadership to anyone who wants to help others, as well as themselves.”

—Marc V. Weiner, MHA, FACHE, CEC, AELC Executive Coach/CEO of Empowerment Associates, LLC

“Schneider is a true visionary, and his work will make a big difference in corporate America.”

—Manos Kazakidis, Manager, Moroso Wire Technologies Inc.

Copyright © 2008 by Bruce D Schneider. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

Wiley Bicentennial Logo: Richard J. Pacifico.

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Library of Congress Cataloging-in-Publication Data:

Schneider, Bruce D

Energy leadership : transforming your workplace and your life from the core / Bruce D. Schneider. p. cm.

ISBN 978-0-470-18636-7 (cloth)

1. Organizational change—Psychological aspects. 2. Leadership—Psychological aspects. 3. Emotions—Social aspects. 4. Motivation (Psychology)—Social aspects. 5. Employees—

Coaching of. I. Title.

HD58.8S365 2008

658.4’092--dc22

2007024002

Foreword

Energy is one word that I have seen that differentiates great leaders from average leaders. Great leaders not only have positive energy, they contagiously spread this positive energy to others.

Energy Leadership describes the journey of Richard—a leader who makes the transformation from “barely getting by” to “making a real difference.”

In my work as an executive coach, I have found that positive changes at work often produce unplanned positive benefits at home. As you read about Richard’s journey, you will see how he succeeds, not just in improving his work life, but how he succeeds in improving his life!

I have been a Buddhist for almost thirty years. Buddha believed that his students should not practice what he taught unless it worked in the context of their own lives. My suggestion is that you approach your reading of Energy Leadership with this same spirit. Try it out! See what works for you.

Yesterday, I had the opportunity to work with Tom Peters, the author of In Search of Excellence. Tom made a fantastic point about gaining value from books. He said, “If you walk away with one or two good ideas—for the price of a book—you have received a wonderful bargain.”

Energy Leadership presents many fascinating ideas. While you may feel as “down and out” as Richard feels early in the book, I think that you can probably relate to many of his challenges. I know that I did!

As you read Energy Leadership, go back to the context of your own life. Think of the people who interact with you every day. Think of the ways that you may be transforming them. Think of the ways that they may be transforming you.

The great challenge of leadership is not—understanding the practice—it is practicing our understanding!

Put what you learn from this book into practice to help you, the people around you, and your organization make a more positive difference in our world.

MARSHALL GOLDSMITH

Acknowledgments

I have so much gratitude for the two main inspirations in my life: Deborah Van de Grift and Erika Schneider, who joyfully keep me going, and going, and going.

Special thanks for major contributions to D. Luke Iorio, Karen Hirsch, John Sprung, and Stephen Oyer-Owens who each generously put their time, experiences, and insights into this work.

Thanks for their help and support with additional contributions, feedback, experiences, and insights to Joe Postiglione, Marc Weiner, Carol Hawthorne, Bobbie Christmas, Margaret Krigbaum, Bill Sex, Deanna Oyer-Owens, Janice Bastani, Ben Palmer, and Sue Nodine.

To some of the people who inspire me daily; thanks to all of you for being a part of my journey: Liz and Gary Fisch, Cheryl Zurovchak, Pam Strand, Jenifer Zeller, Ed Abel, Janet O’Neil, Michele Knight, Keith Miller, Wendy Edmonds, Adam Levithan, Darice Eppinger, Evie Di Piazza, Carmine Leo, Susan Edwards, Renate De Angelo, Sherry Dutra, Mary Grace McCord, Michelle Wadleigh, John Cuoco, Keith Hahn, Mary Fitz, Wendi Silverberg, Randy Nathan, Lou Iorio, Jim Arnoff, Art Baker, Joe Raine, Kathy Poehnert, Mark Schall, Stephanie Straight, Harriet Gryszkiewicz, Sue Seidman, Annie Torres, Lynne Goldberg, David Nemitz, Kim Praitano, Joe Pipitone, Jim Hunter, Peggy Lillmars, Jason Sprung, Pat Childers, John Piazza, Tony and Teresa Curotolo, Vickie Sorian, Kim Bagwell, Mary Leidenheimer, Sheila Wall, Ginger Barthel, Ron Culver, Tom Van Luchene, Karla Reiss, Sandra Swenson-Scott, Vanessa Serratore, Daron Shepard, Racquel Williams, the Late Cor Cummings, Sue Waldman, Kurt Ebert, Derek Emery, Ralph Simone, Bonnie Graham, Richard Greene, John Geraghty, Stan Osur, Gina Innocenti, Gary Kamen, Jeff Ferrier, Fredi Baker, Janine Schindler, Kellie de Ruyter, Peggy Alvarado, Jonathan Scott, Jeri Held, Betty Kemlage, Kim Ermeus, Joe Grimm, my parents Joyce and Jerry, and my brothers Craig and Paul.

I also want to thank the thousands of iPEC Coaches, who help raise the consciousness of the world one person at a time, and my clients, who have taught me my greatest lessons.

And finally, I want to acknowledge all the great work, support, and assistance provided to me by the Wiley team, including Jessica Campilango, Kate Lindsay, Christine Kim, Shannon Vargo, and in particular, my editor, Matt Holt.

Introduction

Richard knew the company was going down. After being a successful and profitable consulting business for 15 years, they had been sliding into bankruptcy over the past year and a half. As competition in this field increased, not to mention the Internet irrevocably altering the business landscape so that even far-off firms were now able to offer, compete for, and provide services via the World Wide Web, it seemed more difficult for any service business to maintain its foothold. Although everyone in the office was pretending things were fine, anyone who walked through the doors could sense they weren’t. Various efforts were implemented to adjust to the changes in the industry and decline in clients: New marketing initiatives were put in place, cutbacks were made wherever possible, updated services were offered to current clients—but still, the profit-and-loss reports for the last few quarters reflected a clear and consistent prognosis: O’Connell Consulting had about nine months to live.

After trying everything he could think of, Richard felt like he had nothing left to lose. He made an appointment with a business coach. In truth, he didn’t think it would help. It was simply the only thing he hadn’t tried yet. But it was going to take more than a pep talk to pull this company out of its rut. Richard and his organization needed some kind of business version of those heart defibrillator paddles they use in emergency rooms.

He drummed his fingers on his desk. He checked and rechecked his e-mail, trying to distract himself from the impending appointment. He was anxious but also oddly indifferent, as if it didn’t matter how the appointment went. His eyes felt heavy. His face sagged. He slumped in his chair and felt the weight of his guilt and desperation pressing on his back. At 52, he had invested his heart, soul, and no small amount of capital into this company, put his name on the masthead, grown it into something he could be proud of—and then watched it get creamed by the competition. He had seen his staff members get restless and what had previously been predictable squabbles escalate into full-scale turf wars. A few people had quit already. In the midst of it all, one had even asked for a raise.

All along, he’d asked himself over and over again, “What is wrong with these people? Can’t they see the shape we’re in? Can’t they just get past all this pettiness, pull together, and help us get out of this mess?”

Questions like this plagued him every day: “What’s wrong with this industry? What are we doing in this business, anyway? Why has it become so cutthroat? Why is it that every time I turn around another one of our accounts has been stolen right from under our noses?”

And the kicker: “With all my experience, great contacts, killer ideas, and how much I care about the people I work with and for . . . what is wrong with me that I can’t make this business a thriving success?”

Although it might have felt that way to him, Richard wasn’t alone. A relentless stream of questions like his runs through the minds of most businesspeople in the United States, from those working in struggling entrepreneurial enterprises to the apparently flourishing Fortune 500 companies. Let’s call it the stream of unconsciousness, a negatively based “what’s-wrong” perspective that erodes morale, dulls productivity, and deeply cuts into profit.

It may look as if these kinds of questions are the result of a crushing business climate, but they are actually part of the cause. Indeed, within any individual or company, there is a direct relationship between the what’s-wrong attitude stream and the flow of finances and personnel.

As a coach who helps people deal with everything from personal difficulties to corporate mayhem, I have seen firsthand how deeply ingrained the first way of thinking has become in the business world. No wonder the majority feel unsatisfied and unfulfilled, from seasoned CEOs to the latest new hire.

Studies show that more than 50 percent of the people in our nation’s workforce would choose, if they could, to quit their jobs.

—Spherion Corp., Fort Lauderdale, FL, and Harris Interactive Inc., Rochester, NY, 2003

Plenty of people quit, whether that means feeling defeated and losing motivation, like Richard, or literally walking away from a position or company. When someone quits or surrenders, it can cost a company a fortune. These costs include an immediate increase in the demand of workload and energy put on the people who remain, the various expenditures associated with hiring, the lost value of institutional experience, missed opportunity costs, as well as the drain on time and resources associated with training. It should be no surprise that keeping and motivating talented and dedicated people presents an organization with its most challenging and important task.

Ironically, the average worker’s job dissatisfaction is not based on wages, workload, or long hours. It arises from problems withleadership.

—Watson Wyatt, 1997, Gallup Organization, 1999

Despite best efforts, and as a result of the what’s-wrong perspective that arises when businesses face obstacles, most staff members see their leaders as uncaring, uninspiring, and unfit to lead. But it doesn’t stop there. Wading hip-deep and sometimes wallowing in the stream of unconsciousness, leaders confront an endless flood of problems. For some, it’s all they can do to keep their heads above water.

The result isburnout, and the numbers speak for themselves. A survey of 509 U.S. middle managers found that 38 percent are currently looking for another job and 10 percent plan to go job hunting when the economy improves.

—Accenture Ltd., July 2003

What will it take to reverse the pressure and negativity that surround not only corporate America but our personal lives and the state of our communities?

What will help employees to be productive and content, and to have a positive view of both their organizations and coworkers?

What will turn around companies like Richard’s, which may indeed have the foundation for financial success but lack some necessary ingredients integral to achieving that success?

It requires a critical understanding of the tenets offered in this book on Energy Leadership that are essential to uncovering the answers to these questions. It takes authentic leaders who commit to developing their skills, sophistication, and versatility. It demands that even those who don’t view themselves as leaders will recognize that everyone leads, either intentionally or by default. It necessitates people becoming aware of how powerful they are and can be in the workplace, at home, and in the world at large. In sum, the way to become a powerful leader is to understand the power of energy.

For the first time, Energy Leadership codifies and clearly articulates a theory and practice of leadership that can address the unique challenges of today’s business climate. The story in this book will:

• Convey seven distinct levels of energy and leadership, as well as engagement and consciousness, in life and specifically within the workplace.

• Point out the difference between catabolic and anabolic leaders. Ideal leaders are anabolic leaders, meaning they create and automatically attract success. You may be shocked to learn that nearly 85 percent of all so-called leaders are actually catabolic, thereby destroying the energy and momentum of the people around them and the company as a whole.

• Present the Energetic Self-Perception Chart, which has been shared with thousands of people to help them make transformations in their personal and professional lives. This chart depicts the seven unique levels of energy that, when understood, can alter the way everyone thinks.

• Offer you a clear vision of your own level of energy and e ngagement, not only on the job, but also in everyday life. Supplemental resources and bonus material, including several online training videos, have been made available so you can more thoroughly engage in, learn more about, and develop your skill with some of the most vital concepts and techniques shared.

• Reveal proprietary processes for shifting energy that anyone can use in any leadership situation, whether that means leading yourself or others, in small groups or large.

The Energy Leadership process could have been demonstrated with an example using parents, teachers, or any other type of leader, from any aspect of life. I chose to use a small corporation because I believe it most clearly demonstrates the value of the Energy Leadership concepts not only for personal development, but in the workplace where change is often cited to be needed. The book chronicles the coaching process as it unfolds in O’Connell Consulting, and it describes the transformation and business turnaround that takes place as each person assumes the mantle of energy leadership.1 It traces the path commonly followed by the people I coach and includes the principles and lessons crucial to developing an expanded consciousness within the workplace. This expanded consciousness can lead to greater employee retention, higher productivity, and increased profits.

When you’ve finished reading Energy Leadership, you will have traveled this path with Richard and his staff, and you will understand how it can apply to your own business and personal life. Based on more than three decades of research and application, this book illustrates techniques that can help individuals understand what drives and engages people and provides specific developmental strategies to help leaders motivate others to new levels of productivity and, in turn, job satisfaction.

People who understand and use the concepts of Energy Leadership arm themselves with the knowledge and skills to become effective leaders who get themselves and others to do much more than they would have on their own. The system creates a true win-win for leaders, their staff members, and their organizations.

1

Thank God It’s Monday!

A leader doesn’t just get the message across—a leader is the message.

—Warren Bennis, authority on organizational development, leadership, and change

Things just felt different.

When I walked through the doors of O’Connell Consulting, a familiar face caught my eye. I approached her desk and noticed how the mahogany gleamed. The crisp sign on it read CHRISTINA SUAREZ, ADMIN. ASSISTANT.

Christina welcomed me: “Good morning, Bruce.” She looked bright, relaxed. “You’re here early. Can I get you anything?”

Of all the changes I had seen in this company, none could match the transformation Christina had made. Her hang-dog expression I had encountered on my first visit had vanished, the boxes of unfiled folders cluttering the entryway were gone. She replaced the obstruction they considered a receptionist desk with one much more aesthetically pleasing and inviting, and the air of resignation and “why bother?” was history.

Christina spoke animatedly, without a trace of the mumbling I experienced when I first met her. She made me feel welcome, the way someone would greet you at a casual party. It was delightful to see her new and improved demeanor—a powerful indicator of the revitalization that had taken place here.

“I don’t need a thing, Christina. It’s great to see you, though,” I remarked, returning her warmth with my own. “You make it such a pleasure to be here,” I said and meant it from the bottom of my heart. There was that smile again as she picked up the phone to tell Richard O’Connell, the company’s chief executive officer, that I’d arrived.

When Richard and I began our work together six months earlier, the company he had created, nurtured, and loved for 15 years was uncomfortably close to bankruptcy. The nerves of the staff were frayed, the management team was at each other’s throats, the support staff whispered their contempt for the whole organization, and almost everything seemed lost.

Today, a mere six months later, everything was different.

Richard was waiting for me, Christina reported, so I made my way toward his office. In the hallway, a confident, upbeat, impeccably dressed woman strode in my direction. “Well, good morning, Bruce. You’re looking dapper,” Tonya Swanson said and extended her hand. She complimented me on the look of my suit and patted me on the shoulder as we shook hands. Another remarkable change: When I’d first met her, Tonya had been the most negative member of Richard’s inner circle, despite being a highly talented vice-president. Now, she exuded creativity and positive energy in whatever she did. Instead of avoiding Tonya, people now flocked to her.

Certainly, Christina had made the most dramatic leap, which was vital to the company’s success, since Christina was the first voice and face anyone encountered. But Tonya’s transformation from “drain to gain” was one of the most important reasons that O’Connell Consulting recorded its highest revenues ever the quarter following my work there.

I said goodbye to Tonya and continued down the corridor. Soon I passed Don Taylor’s office, and there he was, diligently tapping on his keyboard. His expression was so different from the “old Don”: He looked positively absorbed. When he glanced and caught me staring at him, he winked and got back to what he was doing. I interpreted that to mean he was, indeed, fully engaged. As I stood there a few seconds longer, I remembered all too well having seen him “working” too hard and constantly frustrated with nearly everyone he was managing. Now, he was more efficient, effective, and finally enjoying his job, as if it was no longer drudgery. He also enjoyed leading the staff members who reported to him, whom he now referred to as his partners.

Only six months earlier, when Don’s energy reminded me of a cannibal on steroids, no one would have believed that he would become the company’s most inspirational figure and a driving force behind the company’s success.

Almost at Richard’s door, I was nearly trampled by Kyle Pennington, who was about to fling open the door to his boss’s office. Papers in hand, the newly appointed director of sales still had his headset on, cord dangling, recently detached from a phone, no doubt.

“Sorry, Bruce. Didn’t mean to cut in front of you,” he said, as he applied a firm handshake and continued to dash ahead of me. “But I’ve got some good news for Richard. Won’t be but a minute.”

While I waited outside the office, through all the commotion and “positive energy” welcoming me, I noticed Kyle’s predecessor was nowhere to be seen. His wasn’t among the many smiling faces greeting me today. That’s about right, I thought. In my time there, I didn’t recall ever seeing that man smile or get excited about anything.

Kyle zipped out of Richard’s office almost as quickly as he entered, which meant it was my turn to see the boss.

My client sat at his desk, reading the first-quarter report that Kyle just handed him. Richard already knew the results, so the enthusiastic perusal I witnessed was an acknowledgement of the dramatic success his company had achieved.

“Grab your chair, my friend,” he said.

For a moment, both of us remained quiet, each unwilling to interrupt with words what we both were now experiencing: an easy yet electrified silence filled with anticipation and no small amount of wonder.

“How does it look?” I finally asked Richard as I sat down, nodding at the report and grinning at him. But we both knew I meant much more than that.

Richard seemed half-ready to jump out of his chair and perform the end-zone dance of a lifetime. But his response was understated: “It looks really good, Bruce. In fact, I’m tempted to say it’s almost perfect.”

Today was the date we decided on at our first meeting to review our progress and celebrate the company’s dramatic turnaround; a day we long hoped would come. It served as a testament to a few simple and important facts: Richard’s company still existed, was still viable—and was prospering. From here on out, a whole new world of possibilities opened up for him, as well as for every one of his employees. And employees like Christina, Tonya, Don, and Kyle were clearly aware of it.

Now it was my turn to play: “So what else is new?” I asked rather casually.

“Very funny,” Richard replied. He looked out his window, which opened on a lush green hilltop. But his gaze seemed to stretch much farther. “Where should I start?” he asked, as much to himself as to me.

Richard began by telling me that the past six months had been the most challenging, revealing, and intriguing of his career. O’Connell Consulting had gone from nearly having to close up shop to now making record profits. He reminded me that six months ago he’d thought he’d have to replace his management team or go under and lose the company and dream he had worked so hard to create. Instead, the management team had become a powerful force for guiding people and change. The fear of closing shop was not even an option. His team was now fully invested and engaged in helping him grow the business and consistently creating a work environment that was highly positive.

Richard paused, as if he needed a moment to fully take in what he had just shared. Then his review continued: “My support staff is not only productive, but they communicate and solve problems together. I’m not just guessing when I say that they’re fully engaged and happy, too. I can see it on their faces and feel it in the air.”

The fact that he mentioned this last observation demonstrated a significant transformation in his own level of awareness. In the past, Richard would have been so absorbed with his own “stuff ” that he wouldn’t have even put his feelers out or concerned himself with others’ level of engagement. He would have just assumed that people were slacking off, taking him and the company for a ride, causing trouble, and making his job impossible.

Nowadays, he said, he was meeting with every one of his staff regularly. The staff had changed, too, of course. Instead of using him as a dumping bin for problems, his people now were proposing solutions, reviewing objectives achieved, and setting new goals for the future.

“Our entire organization is finely tuned. In fact, we’re experiencing—no, we’re creating new growth in a competitive marketplace,” he said.

Richard wasn’t finished. Looking me in the eye, he said that the most important change, however, was not within his company. It was within himself. He told me he now knew who he really was: “I’m an effective leader who’s crafting a purposeful and powerful life.”

Richard seemed almost surprised to hear himself say it. He then disclosed that he thoroughly enjoyed coming to work each and every morning these days.

“Oh, there’s one more thing: My wife,” he added, smiling, “says I should give you more money.”

We both sat back, amused. Although it was a lovely sentiment, we both knew I was not the source of this company’s turnaround or of the differences his wife was seeing at home.

What had happened in Richard’s company to account for the changes he reported? Was it his coming into the office earlier, so that he didn’t feel rushed to catch up right from the start of his day? Was it the individual attention he gave his employees each morning, or the weekly updates he was now receiving promptly from everyone? Was it his employees’ thank-God-it’s-Monday attitudes that seemed to open a world of limitless possibility?

In our work together, we had implemented various processes, and I had helped him gain some critical new understandings about how people work together. This, and many other factors led to what he was describing to me. Yet, none of these was the main cause of the miraculous transformation in Richard’s business over the past six months. These positive developments were actually effects of the change, not causes.

What really changed? It was Richard himself.

Six Months Earlier . . .

When I first walked into Richard’s office for our initial coaching session, I had to avoid a minefield of boxes as I made my way to the first person I saw. Patiently, I waited for the mystery woman behind the tall, cluttered reception desk to address me. She ignored me and continued to type, so I entertained myself by imagining I was invisible. For what seemed like several minutes, I got lost in a reverie, picturing all the amazing things I could do if no one could see me. Alas, she finally spoke.

“. . . help you?” the woman whined, barely audible. She sounded like she had been anesthetized and was dreading her impending operation.

I told her my name, and she turned to her phone with a sigh. She dialed Richard to let him know “Bruce Somebody” was there. She said nothing more but did manage to point in the direction of his office, for which I was most grateful.

Richard greeted me with a level of enthusiasm that exceeded the receptionist’s, but not by much. (If you haven’t figured it out, the whiny woman was none other than Christina Suarez.) Numb and barely communicative, Richard’s energy was more like that of a patient in the recovery room, hardly able to speak coherently. After some disengaged pleasantries, he made his desperation clear. He told me that if he didn’t do something radical to turn his company around, it wouldn’t be in business much longer.

Richard made it clear that I was his last resort: “I don’t know what else to do. A coach seems like as good an idea as any. When I heard about you, I decided I’d give it a try. At this point, we really don’t have much left to lose.”

Get This

You can become a powerful leader of your company and your life. To get you started immediately, I’d like to introduce you right now to the first of five empowerment principles that shape every interaction in this book.

The first principle is so powerful that discovering and applying it can change your entire life.

Here’s the first part of the principle: There are no problems. There are no challenges.

That may sound like unvarnished positive thinking, but it goes deeper than that. Consider this: Problems and challenges are creations of a fear-based perspective on life. When we transcend fear, what remains is opportunity.

Okay. You may still be thinking, That’s it? Yes, sort of. The secret is that the principles I’ll be sharing with you energetically resonate at a level of success. And remember that conceiving something isn’t the same as believing. And believing isn’t the same as implementation, something every businessperson knows already.

The real power comes in living a principle like this as truth.

This is why, although Richard’s situation seemed bleak at the outset of the story, I was still more than willing to go forward and see what might be created out of what he perceived to be a mess—the mother of all business failures—his own personal code red.

One thing was piercing through his cloud of condemnation: O’Connell Consulting was poised for a miracle.

Empowerment Principle 1

Life offers neither problems nor challenges, only opportunities.

Energy Leadership Training Video 1

This is the first of the many bonuses that we are happy to be able to share with you. Please watch the video: Walking the Talk (at www.iPECcoaching.com/EnergyLeadershipBonuses), which will help you learn how to live the empowerment principles and raise your energy, accordingly.

Why Bother?

I have encountered entrepreneurs before when they reach the point where they wonder what on earth could possibly help, and doubt that there’s even an answer. I let Richard know that his feelings were normal. Even though our current situations were far different, I could see myself in him, and I felt an eerie similarity.

Although it seems as if it was a past life, I, too, remember thinking that nothing I did made a difference. This was back in my teen years, a time when I felt like I had no direction or purpose in my life. I alienated myself from all groups and social cliques. To be honest, I stayed away from almost anyone who breathed. I felt quite different from others and angry at virtually everyone else for being what I desired to be: noticed. I created a world that demanded violence and defied authority, and then I staged a complete revolt against any type of spiritual practice. (I now believe this was my way of trying to generate whatever attention I could muster.)

Just before I started college, a drunk driver killed himself and nearly killed me as he got on a highway in the wrong direction and drove into oncoming traffic. The head-on collision left me badly broken and barely breathing. Later, one member of the ambulance team told me of the astronomical odds against my surviving that accident, and when word got out about it, I became known as a “living miracle” in my hometown of North Brunswick, New Jersey.

All the attention I could ever have desired was then available to me. Oddly, that powerful experience taught me that I didn’t need it. The attention and accolades meant nothing, and I turned away from them and toward something much more meaningful. I knew then something that I always remembered since: Everything I do matters, and everything I am matters even more.

In 1978, I was given the gift of life for the second time. At that point, I decided to make it a life worth living.

The accident became the impetus behind the eventual creation of all of the work I do, and much of what I would share with Richard over the time we’d work together. It had taken decades to develop.

As I told him, what you’re about to learn is not just some training to implement with employees: It’s a way of life.

2

What Energetic Level Are You?

We do not see things as they are. We see them as we are.

—The Talmud

“What, exactly, do you do?” Richard asked me.

“That’s a reasonable question,” I acknowledged. “But before we jump into that, I would like to ask a favor of you. You said I was your last resort, yet I don’t believe what I’m going to share with you is a last-ditch approach. It is vital information for every business in the world, regardless of what shape it’s in.

“The favor I’m asking is for you to have an open mind. I’m also asking that you have faith, even though you feel hopeless. What do you say?”

“Faith? I don’t know about that. I’ll do my best, and I will at least keep an open mind,” Richard promised.

“Fair enough. Before we get into the true potential my work holds for you, let’s cover a few important concepts.” I handed Richard a page of definitions of key words and phrases as a quick reference for him as he became more familiar with the Energy Leadership process.

Energy Leadership: Key Words and Phrases

ENERGY

Energy is the potential people have for success in life. When most people talk about energy, they’re referring to “output.” For example, a 75-watt light bulb puts out 75 watts when lit. Humans, however, don’t always put out the same amount of energy as their potential; most humans have, say, a 10 million watt potential, but put out much less. In Energy Leadership, we’d still rate the human a 10 million watt bulb.

So, the easiest way to describe energy in our model is to think of the words potential output, as a synonym. Our potential output is our overall latent energy, which is based on our level of consciousness, or awareness about our potential.

LEADERSHIP

Leadership is how you interact with everyone, including yourself. Leaders are quite visible within small and large businesses. We tend to think of them as business owners, CEOs, and managers at all levels. Traditionally, leadership also extends into politics and other global affairs. However, parents, therapists and health care providers, solopreneurs, sports coaches, consultants, mentors, partners in relationship, teachers, authors, and others who interact with people on a regular basis are all leaders. Everyone is a leader either by choice or default.

If you don’t think of yourself as a leader, then you’re limited in your thinking. Leading is the way we help move people into action, including ourselves. The question is not whether you are a leader, but how well you lead.

ENERGY LEADERSHIP

Energy Leadership is the process that develops a personally effective style of leadership, one that positively influences and changes not only yourself, but also those with whom you work and interact, as well as your organization as a whole. Energy Leadership is also the ability to shift, or lead, energy to make it work for you, those around you, and your organization.

ORGANIZATION

An organization is two or more people in a relationship with a similar purpose or goal. Organizations are not limited to business. All of the groups, teams, and people around you are organizations, too. It’s the colleagues you work with and the family you go home to. Your organization includes all those who are grouped within your many circles of influence. Each of us is a part of many organizations.

CONSCIOUSNESS

Consciousness is the level of your self-awareness, how fully you realize your true self, as opposed to the self you have been “trained” to see and accept. True Self is unlimited and perfect. Your level of consciousness is determined by how you see yourself, the world around you, the people in your life, and life in general.

Your level of consciousness, and the energy it produces, will actually attract or repel desired or undesired people, events, and outcomes into your home and work life. The higher your level of consciousness, the more energy you have, and the more productive, peaceful, powerful, and healthy you are.

There is a direct relationship between consciousness and success. Visit www.iPECcoaching.com/EnergyLeadershipBonuses to see the results of a research study on consciousness and success.

ANABOLIC AND CATABOLIC ENERGY

Anabolic energy is constructive, and catabolic energy is destructive. When the mind perceives a threat, anabolic hormones, such as testosterone, decrease, while the catabolic hormones, such as cortisol and adrenalin, increase. The increase in catabolic hormones serves a short-term purpose by creating enough physical energy to meet the stressor. However, on a long-term basis, a constant release of catabolic hormones deteriorates the entire physical system.

Both types of hormonal releases stem from thoughts; therefore, thoughts are either anabolic or catabolic. Each of us has trained ourselves to automatically react to many of our life situations. These “default tendencies,” if catabolic, actually cannibalize our entire system.

Anabolic leaders have the ability to motivate and inspire themselves and others to do extraordinary things. They have the ability to make energetic shifts in all levels of the organization. Catabolic leaders break down all aspects of a company, including the people in it.

AVERAGE RESONATING LEVEL OF ENERGY

There are seven levels of energy (consciousness). Your energetic level is noted as your Average (the combined values of the energy of each thought we have) Resonating (how your level vibrates, attracts, and repels) Level of Energy (your inner energy, which manifests into your outer energy).

Your Average Resonating Level of Energy (ARL) is something we also call your E-Factor, meaning your energetic indicator of success.

CORE ENERGY COACHING

At the heart of Energy Leadership is the Core Energy Coaching process, which is a system that was formalized about a dozen years ago to implement the various principles, skills, and strategies described in this book. It shifts energy and people to the highest levels possible.