Organizational Energy: The Fuel of High Performance


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This was presented in session G7 at the Quality Forum 2014 by:

Christina Krause
Executive Director

Published in: Health & Medicine

Organizational Energy: The Fuel of High Performance

  1. 1. ORGANIZATIONAL ENERGY Fuel of High Performance Christina Krause @ck4q I Quality Forum 2014
  2. 2. 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.
  3. 3. Bruch & Vogel, 2011
  4. 4. Intrinsic motivators •connecting to shared purpose •engaging, mobilising and calling to action •motivational leadership build energy and creativity Source: Helen Bevan, 2013
  5. 5. Intrinsic motivators Drivers of extrinsic motivation •connecting to shared purpose •engaging, mobilising and calling to action •motivational leadership build energy and creativity create focus & momentum for delivery Source: Helen Bevan, 2013
  6. 6. Intrinsic motivators •connecting to shared purpose •engaging, mobilising and calling to action •motivational leadership build energy and creativity Drivers of extrinsic motivation •System drivers & incentives •Payment by results •Performance management •Measurement for accountability create focus & momentum for delivery
  7. 7. Drivers of Internal extrinsic motivators motivation •connecting to shared purpose •System drivers & •engaging, mobilisingincentives •Performance and calling to action management •motivational •Measurement for leadership accountability build energy and & focus create creativity momentum for delivery Source: Helen Bevan, 2013
  8. 8. Level One: doing (processes) Level Two: thinking/ decision making Another view: Quality of … D. Balestracci. Data Sanity. 2009 “Engine” of quality Level Three: information that influences thinking Level Four: information that influences behavior “Fuel” of quality Level Five: relationships (information flow) Level Six: perceptions and feelings (culture) Level Seven: individuals mind-sets (personal beliefs and values)
  9. 9. Perspectives on Energy … Organizational • Stanton Marris • NHS • Bruch & Vogel Individual • Schwartz (The Energy Project )
  10. 10. 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 Level of energy Direction of energy © Stanton Marris
  11. 11. Where organisational energy comes from The level of energy that people bring to their work is shaped by the ‘Four Cs’ – the energy generators 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 Climate: how far ‘the way we do things round here’ encourages people to give of their best © Stanton Marris
  12. 12. What are the enabling and restraining factors? Connection Content Context Climate Baseline energy people bring to work © Stanton Marris
  13. 13. Connection Overall Energy Index scores Content Context Climate This chart reflects and elaborates upon the trends Text box to describe the chart. The Context, Climate identified in the summaryresults. You can drag this box around the chart so it does not clash it the and Connection scores are fairly tightly clustered. The Content scores are further apart. There are some data. significant outliers (Q16, Q21, Q32, Q14) 6.0 5.5 Q16: The HQN recognizes that I have a non work life too 4.5 1 9 11 26 5.0 Truth Q12: People respect each other within in the HQN 35 22 2 618 37 27 15 24 10 29 3638 31 5 17 3313 20 8 23 30 28 34 25 7 19 Q4: I am proud of what I do. 3 Q14: I understand what the HQN must do to succeed 32 Q32: I get regular feedback on how well I am participating in the HQN Q21: I feel that my abilities are stretched within the HQN 14 4.0 3.5 3.0 3.0 3.5 4.0 4.5 5.0 5.5 Importance © Stanton Marris 13 6.0
  14. 14. NHS Energy for Change Spiritual Social Psychological Physical Intellectual
  15. 15. Energy for change is: Spiritual the capacity and drive of a team, organisation or system to act and make the difference necessary to achieve its goals Social Psychologi cal Physical Intellectual
  16. 16. The five energies for change Energy Definitions Social energy of personal engagement, relationships and connections between people. It reflects a “sense of us”, where people are drawn into an innovation or change because they feel a connection to it as part of the collective group Spiritual energy of commitment to a common vision for the future, driven by shared values and a higher purpose. It involves giving people the confidence to move towards a different future that is more compelling than the status quo Psychological energy of courage, trust and feeling safe to do things differently. It involves feeling supported to make a change as well as belief in self and the team, organisation or system, and trust in leadership and direction Physical energy of action, getting things done and making progress. It is the flexible, responsive drive to make things happen energy of curiosity, analysis and thinking. It involves gaining insight as well as planning and supporting processes, evaluation, and arguing a case @helenbevan on the basis of logic/ evidence @helenbevan #Quality2013 Intellectual
  17. 17. High and low ends of each energy domain Low High Social isolated solidarity Spiritual uncommitted higher purpose Psychological risky safe Physical fatigue vitality Intellectual Illogical reason @helenbevan #Quality2013 @helenbevan
  18. 18. Energy for change profile Social 5 4 3 Intellectual 2 1 Physical @helenbevan #Quality2013 @helenbevan • Are particular energy domains more dominant than others for Spiritual our team at the moment? • Is this the optimal energy profile to help us achieve our Psychological improvement goals?
  19. 19. Energy for change profile Social 5 4 3 Intellectual 2 1 Physical @helenbevan #Quality2013 @helenbevan • Are particular energy domains more dominant than others for Spiritual our team at the moment? • Is this the optimal energy profile to help us achieve our Psychological improvement goals?
  20. 20. What’s your assessment of their energy for change? Social 5 4 3 Intellectual 2 Spiritual 1 Physical @helenbevan Psychological
  21. 21. 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.
  22. 22. Attributes of organizational energy: 1. Organizations activated emotional, cognitive and behavioural potential 2. Collective attribute – shared human potential of a unit or team 3. Malleable
  23. 23. Energy Matrix High Corrosive Energy Productive Energy Resigned Inertia Comfortable energy Intensity Low Negative Heike Bruch & Bernd Vogel (2011) Quality Positive
  24. 24. 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?
  25. 25. Individual Perspective Four key energy needs: 1. Physical 2. Emotional 3. Mental 4. Sense of purpose Schwartz, 2010
  26. 26. EMOTIONAL QUADRANTS High Positive Negative Low Schwartz, 2010
  27. 27. EMOTIONAL QUADRANTS High Survival Zone Performance Zone Positive Negative Burnout Zone Renewal Zone Low Schwartz, 2010
  28. 28. FOCUS QUADRANTS (mental energy) Narrow Absorbed Distracted Wide Schwartz, 2010
  29. 29. FOCUS QUADRANTS (mental energy) Narrow Reactive Zone Tactical Zone Absorbed Distracted Scattered Zone Big-Picture Zone Wide Schwartz, 2010
  30. 30. Reflections on practice … • Multi-tasking • Calendar management • Breaks • Physical Activity
  31. 31. Back to Organizational Perspective … Bruch & Vogel, 2011
  32. 32. Productive Energy • High emotional engagement/involvement • 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
  33. 33. Comfortable Energy • Strong shared satisfaction and identification • Inertia/low activity (low level of energy) • Characteristics: – Satisfaction with status quo – Long and slow decision making processes – Culture of slowing/stopping innovation Bruch & Vogel, 2011
  34. 34. “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
  35. 35. Resigned Inertia • Strong frustration, mental withdrawal, or cynicism • Low collective engagement • Characteristics: – People appear not to care – Expressed negativity about new initiatives – Open signs of fatigue/burnout – Communicate only when necessary Bruch & Vogel, 2011
  36. 36. 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
  37. 37. 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
  38. 38. Productive Benchmark Comfortable Resigned Corrosive 81% 75% 12% 18% Taken from top 10% of companies – 24,000 responses in 187 companies. Bruch & Vogel, 2011
  39. 39. Bruch & Vogel, 2011
  40. 40. Results: Benchmark Team Score Productive Energy 81 Comfortable Energy 75 Resigned Inertia 12 Corrosive Energy 18 63.5620915 57.5163398 7 32.6797385 6 38.0718954 2
  41. 41. 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
  42. 42. 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
  43. 43. 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
  44. 44. 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
  45. 45. 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
  46. 46. 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
  47. 47. 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
  48. 48. 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
  49. 49. 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
  50. 50. Resources for change at scale Economic resources diminish with use • money • materials • technology Natural resources grow with use • relationships • commitment • discretionary effort Based on principles from Albert Hirschman, Against Parsimony Source: Helen Bevan, 2010
  51. 51. 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
  52. 52. 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
  53. 53. 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
  54. 54. Sustaining Energy for the Long Haul • Proactively manage energy – Assess and benchmark energy – 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