4. THE HUMAN ENERGY CRISIS…
suboptimal performance
disengagement
lower productivity
relationship conflicts
poor health compromised leadership
5. Energy is the most critical
resource we have, but most of
us fail to manage it effectively.
6. “Your first and foremost job as a
leader is to take charge of your
own energy, and then to help
orchestrate the energy of those
around you.”
Peter Drucker, World Renowned Business Strategist
7. The Critical Role of Engagement
• Disengaged workforces decrease operating income 33% and
earnings per share by 11% 1
• Disengaged employees cost U.S. business $300 billion every year in
absenteeism, lower productivity, staff turnover, errors and accidents 2
SOURCES CITED:
1 Towers Watson‟s Workforce Effectiveness Study 2009
2 Stress in the Workplace: a Costly Epidemic, Fairleigh Dickinson University
8. A December 2009 Engagement Survey
Among Current Clients Revealed:
• 54% of senior executives are disengaged 1
• 65% of employees are disengaged, and don‟t give their best effort 1
• 21 % of employees are toxic, sabotaging their employer 1
SOURCE:
1 Human Performance Institute National Survey of 358
senior executives across 190 organizations (respondents
predominately Fortune 2000 – with over 1/3rd from Fortune
500). December 2009 – February 2010
9. A December 2009 Engagement Survey
Among Current Clients Revealed:
• Engaged workforces increase operating income 19%
and earnings per share by 28% 1
• Employees believe the payoff for a corporate
engagement program is: 2
– Improved performance (78%)
– Increased job satisfaction (72.6%)
– Improved work/life balance (68.2%)
– Provide for better overall health (66.4%)
SOURCES CITED:
1 Towers Watson‟s Workforce Effectiveness Study 2009
2 Human Performance Institute National Survey of 358 senior
executives across 190 organizations (respondents
predominately Fortune 2000 – with over 1/3rd from Fortune
500). December 2009 – February 2010
10. A December 2009 Resiliency Survey
Among Current Clients Revealed:
• Respondents reported that increased work demands, workforce
reduction and budget cuts provide the greatest challenges to their
staff‟s resiliency and/or engagement. 1
• 62% of the respondents reported that „burnout‟ (emotional & physical
exhaustion) affected them or the organization more in the past year;
57% reported it was „low morale‟. 1
• 78% are concerned about their people‟s capacity to manage the work
demands in the coming year (with energy and focus). 1
SOURCE:
1 Human Performance Institute National Survey of 358
senior executives across 190 organizations (respondents
predominately Fortune 2000 – with over 1/3rd from Fortune
500). December 2009 – February 2010
11. A December 2009 Resiliency Survey
Among Current Clients Revealed:
• 99% believe that employee energy reserves (physical, emotional and mental) are
either significant or critical to achieving high performance 1
• 87% believe that senior leadership plays a significant or critical role in fostering
individual employee resiliency 1
• 80% believe that increased resiliency would provide the greatest value to
„improved performance‟ to the organization, 75% believe it is „improved
productivity‟, and 75% to „overall health‟ 1
SOURCE:
1 Human Performance Institute National Survey of 358
senior executives across 190 organizations (respondents
predominately Fortune 2000 – with over 1/3rd from Fortune
500). December 2009 – February 2010
13. Unlike most training programs,
we train from the INSIDE OUT
“The world outside is getting more
brutal every day. We focus on
expanding personal energy from
the inside to confront it.”
Jim Loehr, Co-Founder
Human Performance Institute
14. Demands on our energy are
exceeding our current capacity
17. High impact, science-based, multi-disciplinary
approach to sustained high performance
Performance
Psychology
Exercise Nutrition
Physiology
18. Energy Management Drives
FULL ENGAGEMENT
PERSONAL BUSINESS
Ultimate Mission,
Alignment, Integrity Commitment
SPIRITUAL
Positive Private Voice Strategic Focus, Judgment,
New Story MENTAL Mastery, Agility
Innovation, Collaboration,
Opportunistic Emotions
Presence
& Resilience
EMOTIONAL
Stress-Recovery Cycle Stamina, Vitality &
Eat/Sleep/Exercise Alertness
PHYSICAL
19. ORGANIZATIONAL BENEFITS
Performance and Engagement Initiatives - Research has clearly
confirmed the link between employee engagement and productivity.
Health and Wellness - Corporate Athlete training offers a unique
approach to linking health and wellness initiatives to productivity and
high performance imperatives.
Great Place To Work Initiatives - Recruiting and retaining key
talent is always a strategic imperative; the Human Performance
Institute helps clients further Great Place to Work and Employer of
Choice initiatives.
20. PERSONAL BENEFITS
• Learn how to maximize performance, increase
productivity and become more resilient in all aspects of
your business and personal life.
• Acquire the comprehensive energy management skills
required to make energy investments in any area of life
that really matters.
• Understand how to develop greater resilience and
flexibility in the face of non-stop stress.
21. PERSONAL BENEFITS
•Explore how to effectively expand energy capacity in
order to improve productivity.
•Discover how to tap into a deep reservoir of energy and
purpose to turn that increased energy into increased
effectiveness.
• Enhance personal and organizational engagement.
22.
23. Leadership Success Story:
When asked about his „Secrets to Greatness- How I Work‟ in
Fortune, AG. Lafley responded…
“I‟ve learned how to manage my
energy. I used to just focus on
managing my time… I learned this
in a program called The Corporate
Athlete…”
A.G. Lafley
Former Chairman, President, and CEO,
Procter & Gamble
Interviewed by Patricia Sellers
http://money.cnn.com/popups/2006/fortune/how_i_work/frameset.8.exclude.html
24. PROVEN RESULTS:
After participating in the Corporate Athlete Course*:
77% successfully implemented permanent changes in their behavior
65% are more engaged in taking care of their health
62% are more engaged with their family
61% are more likely to take positive action to make changes in their lives
57% are more productive at work
* Self-reported data provided by Performance Programs Inc. who measured program participants in two studies from 2006-2008.
25. 72% increased energy 68% increased stress tolerance
82% increased passion 65% increased ability to focus
74% reduced negative thinking 63% reduced anxiety
74% improved communication skills 58% improved time management
72% increased trust 44% improved life balance
GSK‟s Level 3- Application of Skills Summary, 2007
26. 98% would recommend the Corporate Athlete course
76% increased mental capacity
75% increased emotional energy
75% increased ability to bounce back from frustration
79% improved physical capacity
70% improved alignment between energy investment and deepest values
H-E-B Survey Data, 2008
27.
28. Executive summary
• Managing energy, not time, is the key to extraordinary results
• Energy is the most important resource we have as human beings
• The Human Performance Institute developed the Corporate Athlete
Course based on its multi-disciplinary energy management technology
• The Corporate Athlete Course positively impacts organizational initiatives:
‒ Performance & Engagement
‒ Resiliency
‒ Health & Wellness
‒ Great Place To Work
29. Executive summary
• Participants will learn how to expand their capacity and develop
performance rituals in all areas - physical, emotional, and mental
• Participants will develop a strategic energy management action plan
and learn how to train like a Corporate Athlete
• Designed to help individuals and organizations manage and expand
energy to create and sustain high performance on the job and good
balance and health in life
• The technology of managing energy is measurement-based and
grounded in the sciences of performance psychology, exercise
physiology, and nutrition
30. A CEO’s Guide to Reenergizing the Senior Team
In the September 2009 issue of McKinsey Quarterly, Derek Dean reported:
• “CEOs need to be able to rely on their best leaders to adapt quickly…
The costs – organizational drift, missed opportunities, unaddressed threats.”
• “Ironically, leaders with the strongest track records are often more susceptible
to fear during tumultuous periods because they have less experience facing
adversity than their colleagues with more checkered pasts do.”
• “Fear, denial, and the need to learn aren‟t new challenges, but more senior
executives are falling prey to them in today‟s shockingly tough and fast-
changing environment.”
31.
32. With training, you can learn to
manage and expand your
energy capacity for greater and
sustained performance,
engagement and health.
33. Lessons learned from our work with
elite performers:
• Manage energy rather than time
• Seek stress rather than avoiding it
• Balance episodes of stress with strategic
recovery vs. chronic stress exposure
• Train holistically, not one dimensionally (i.e.
physical or mental)
35. Corporate Athlete Clients
Allstate Janus Capital
Cardinal Health Kimberly Clark
CVS/Caremark Nike
Danone Novartis
Dell PepsiCo
FedEx Procter & Gamble
GE Aviation Qualcomm
Gillette Siemens
GlaxoSmithKline Smith Barney
HEB Sodexho
Hershey US Trust
36. TRANSFORM EVERYONE IN
YOUR ORGANIZATION
INDIVIDUAL
CONTRIBUTORS
MANAGEMENT
LEADERSHIP
