In my discussions with many others in leadership positions it has been clear that there are often large differences in energy levels between leaders and those whom they lead. Those in the former group almost always have a high energy level. Those in the latter group tend to vary from somewhat to considerably lower. Are there widespread and proactive efforts to deal with these disparities in energy level? I wish I could report that this was the case. Unfortunately, few leaders I have known have devised even a skeletal plan for dealing with this state of affairs.
A large energy differential can contribute substantially to the following:
- Overly high expectations of employees
- Lower productivity
- Job dissatisfaction
- Resentment of those in leadership positions and vice-versa
- Misreading of each other's intentions, motivations, and degree of dedication to the organisation's primary objectives.
Note that situations in which all parties have approximately the same energy levels do not, by themselves, guarantee high productivity.
The adverse effects of energy mismatches do not have to be permanent. There are numerous instances where a high energy leader is placed in charge of low energy workers. Initially the situation may be difficult for everyone to deal with. Eventually, however, the leader may learn how to connect employees to tasks or functions which energise them.
Placing a low energy leader (there definitely are some around) in charge of high energy workers can be a problem. The leader's deficits could eventually impact workers' energy levels. This type of mismatch needs to be identified and then a plan implemented to increase the leader's energy supply.
Certainly not all differences in energy levels are due to "mismatches" per se. Employees who normally possess very considerable energy may become worn down by the demands of their jobs, or by conditions or circumstances (e.g., marital conflict) outside the work setting.
The same may be true of usually high energy leaders who currently are debilitated as a result of extreme or extended pressures on the job or at home.
Some Specific Results of Energy Mismatch
1. Overly-High Expectations of Employees
Consider this statement by a worker who is "mismatched": "My boss is a fireball, a human dynamo, a go-getter. My energy supply is okay, but it's nowhere near as high as his. He expects me to work very long hours without a break, and he constantly tries to keep my nose to the grindstone. On top of this he seems to think that everyone is able to work as long and hard as he does. When I don't live up to his expectations of me, he thinks I'm goofing-off".
The leader clearly misperceives the situation. He firmly believes that because the employee does not work as hard or as long as he does, that she lacks motivation or commitment. As a result, he puts more pressure on her, and his impression of her becomes quite negative.
2. Lower productivity
Many leaders assume (or do not consider) that all employees will have sufficient energy to do their jobs satisfactorily, and to continue a strong pace almost indefinitely, regardless of the demands on them. Why do they think that way? For a small minority it may have to do with pure greed, or a desire to extract as much as possible out of employees in the short run, with no concern for their future or that of the organisation. A more common reason is that many leaders are not used to experiencing major limitations in their energy supply, other than very occasionally and quite briefly.
Perhaps the most important reason for leaders' failure to consider differences in energy level is that they are so infrequently trained to monitor workers' energy levels, let alone their own. It may not be viewed as an important enough factor to warrant observation, measurement, and/or analysis on a regular basis, if at all.
3. Job dissatisfaction
Consider the case of a highly-qualified worker who is held in high esteem by the organisation for whom he works. Most of the time his energy level varies from average to above average. Yet this well-thought-of and dedicated individual lamented, "I bust my butt for this guy. The problem is that he has no concept of how much energy it takes to sustain the quality of my work. Because my boss rarely gets tired, he feels that no one else should either. I used to love my job, but for some time now I've been thinking about packing it in. If only he were aware of what he was asking of his people, and that we have our limits, even if he does not".
The preceding situation, if not recognised early enough and then dealt with properly, may lead to the loss of a key employee, and others might follow in his footsteps.
4. Resentment of leaders and vice-versa
An usually positive and upbeat person shared the following remarks with me: "The person we report to is so damned ignorant about how his demands affect us. Just because he can go around the clock without a break if need be, he thinks everybody can do the same thing. We've tried to let him know that we have limits, but he has absolutely no appreciation of the fact that not every one is as energised as he is. Our boss sees us as a bunch of whining wimps who are not up to the challenges facing us. In most ways he's a nice guy. But people around here are starting to hate him. He's sensed our dislike of him, and this strengthens his belief that we're self-centred, lazy, and not willing to do what it takes to meet our goals. It's a toss-up as to who dislikes the other more”.
5. Misreading of intentions and degree of dedication
A truly fortunate manager with bountiful energy shared her thoughts with me: "I used to think that the people who worked for me were as dedicated to the wellbeing of the organisation as was humanely possible. Lately, though, they seem to have lost their zest to work. They appear to prefer to take the easy way out, rather than proceed full speed ahead toward the goals we have agreed upon. I know that they have been working long and hard, but I have too. If they really want the company to succeed, they'd be burning the midnight oil".
What was interesting was that I also spoke to two other managers in the same company. They both informed me that the employees she was referring to had been and still were working as hard and long as they possibly could. But the other manager failed to perceive that.
What to do about energy mismatches
The first step in dealing with a potential mismatch is quite elementary, but vital to the outcome. It involves a precise determination of the magnitude and nature of differences in energy level between the leader and those who are led. Is the leader generally a highly energised person? Do those who work for him usually operate at a high energy level? If the answer to the first question is "yes" and the answer to the second question is "no", the stage could be set for pronounced energy mismatch.
Mismatches can occur in any or all of three dimensions: physical, emotional, and intellectual energy. Each has to be dealt with differently. A lot of useful information can be gathered simply by asking the people involved, including leader and workers, if they have observed large differences in energy levels between the person in charge and other employees, and what effect this has on the various parties involved.
Once a mismatch has been determined then efforts can be focused on a variety of corrective actions, including:
a. Developing energy-enhancement programs for those with low energy. Different interventions are called for, depending upon whether physical, emotional, or intellectual energy is involved.
b. Conducting group and one-on-one discussions of the leader's expectations of workers and vice-versa.
c. Connecting workers to tasks or functions which energise them.
d. Identifying and reducing impediments to attaining and maintaining high energy, such as excessive meetings which lead nowhere or regulations which are tradition-based rather than based on how much they contribute to output.
e. Assessing job satisfaction, determining barriers to achieving greater fulfilment on the job, and taking action to reduce or remove these.