Chapter 12
Lessons from Energizing Leaders

What Can We Learn from Energizing Leaders?

Energizing leaders help organizations focus on building a dynamic, engaging atmosphere. Their instinct is to humanize and bring emotional connection to their work. In this era of service-based work, the organization’s most important assets walk out the door each day and go home to their families and friends. As we discussed in Chapter 2, the Energizing Dimension is located in the northeastern area of the 8 Dimensions of Leadership Model, which means that they tend to be fast-paced and outspoken, as well as warm and accepting. The Energizing leader maintains a focus on the people side of the business and has much to teach leaders who may focus more on processes, analyses, operations, and strategies.

Energizing leaders want to collaborate with others, to explore adventurous ideas, and more than anything, to show and build enthusiasm. They tend to be extremely gregarious. Not only do they energize social settings, but they’re skilled at building and maintaining professional networks. Leaders who are high on the Energizing Dimension often have so much energy that they have trouble sitting still. They’re eager to maintain their momentum, and they tend to get bored easily. Frankly, it takes a lot of energy to be an Energizing leader, but they come by it naturally. They have a seemingly unlimited supply of optimism, and they do their best to bring up the spirits of those around them.

There’s a great deal to celebrate about leaders who primarily use the Energizing Dimension. Their leadership legitimacy comes from their sincere passion. It’s clear that Energizing leaders honestly believe in what they’re selling—even if the “products” are just ideas—and this makes people more inclined to follow. People are generally attracted to leaders who seem to be 100% invested in their visions and in their organizations’ missions. Energizing leaders often have a talent for bringing people together to work on mutual goals. They have an openness about them that allows them to share their opinions and feelings quite freely, and, because they tend to be adventurous, they welcome change.

Strengths of Energizing Leaders

They’re able to rally people around group goals.

They tend to look on the bright side.

They’re comfortable being in the spotlight.

They’re often accepting of other people’s ideas.

They take the time to celebrate accomplishments.

They build solid professional networks.

They have a knack for selling ideas.

They show appreciation for other people’s contributions.

As you can see, Energizing leaders bring many assets to the table. As one high-energy leader put it, “I really try and more inspire people and kind of just give them the tools to succeed—to be more of an orchestra leader in the organization, helping people do the best in their own jobs.” Energizing leaders have a fundamental belief in the power of optimism: they believe it motivates everyone to work harder, including themselves. Organizations rely on these leaders to bring passion and conviction to the work. These leaders demand that their teams or organizations celebrate the small successes toward the larger goals. People rely on Energizing leaders for their understanding and contribution to making their environments great places to work. Below are three important lessons built around Energizing leaders’ tendencies to keep things positive, build connections, and focus on people. If Energizing is your primary leadership dimension, these lessons should validate your personal style. Or, if you feel that your leadership could be a little more Energizing, use these three lessons and their complementary suggestions to strengthen this dimension.

Three Essential Lessons from Energizing Leaders

People need enthusiasm to reach their goals.

Sometimes it does matter who you know.

Emotions are the connective tissue of the team.

In this chapter, we’ll explore these three lessons, dig into the obstacles that not-so-Energizing leaders might face, and offer suggestions for how to bring these lessons to life. Not all of the observations here will describe any one leader perfectly, but we think you’ll gain some very useful insights into your fundamental assumptions and thought patterns around being Energizing.

Lesson One: People Need Enthusiasm to Reach Their Goals

Energizing leaders have a transparent way of showing their passion and enthusiasm for the group’s goals. Many people need to feel excited about goals and to feel that their contributions are recognized. Leaders who are low on the Energizing Dimension may rely on other things such as drive, conviction, and the challenge of overcoming obstacles to reach their goals. Some leaders are even skeptical of the emotional appeals characteristic of Energizing leaders, and they may have difficulty generating enthusiasm and doling out praise. Leaders who are low on the Energizing Dimension don’t tend to give rah-rah speeches and want to keep things logical and professional. In their minds, their job as a leader is to take a more hard-nosed, down-to-business approach. Energizing leaders use a more positive approach to get people excited about performing.

Big Suggestion One: Make an Effort to Build Enthusiasm for the Group’s Goals

Energizing leaders don’t necessarily need to be intentional about building enthusiasm—it comes naturally to them. However, you may need to be more purposeful in your efforts. As a leader, it’s critical that you understand that people are motivated by a variety of factors, all of which are valid. Picture the 8 Dimensions of Leadership Model. If your approach is, say Deliberate, you’re motivated to solve problems, expand your expertise, and turn out high quality work. Consider the opposite side of the model. Leaders with the Energizing approach need to have a sense of optimism, camaraderie with the people they’ll be working with, and a positive environment. That’s just one example. The point is that some people require enthusiasm from you as a leader before you’ll gain their alignment.

Is It Worth It?

Let’s start with a small study on the impact of a leader’s mood on the team (Sy et al., 2005). Researchers separated the leaders of small groups into two conditions. Leaders in the “positive mood” condition saw a humorous eight-minute video clip (i.e., David Letterman) and leaders in the “negative mood” condition saw a somber eight-minute clip (i.e., a documentary on social injustice and aggression). The leaders then went about leading their groups on a task. After just seven minutes of interaction, followers of positive mood leaders showed significantly better moods. That is, it took very little time for the leader’s mood to spread to the rest of the group. What’s more interesting, however, is that those groups also showed much better coordination of their activities. There was greater efficiency and less wasted effort. Presumably, when people are in a better mood, they are more agreeable and communication is much smoother. The point is, all of these positive benefits were due to the leaders’ moods, and they might not even have been aware of it. Imagine what’s possible when a leader deliberately sets out to build enthusiasm. This is especially true when the team faces an impasse.

Now, when things get tough, people handle it in a variety of ways. Some people become more determined, while others are more easily distracted or discouraged by obstacles. Simply having a goal may be enough for particularly driven people, but it’s not always enough for others. By building enthusiasm for shared goals, you help people see that they’re part of something bigger than themselves. You make them feel needed, and you help them to see how their everyday actions play into the big picture. Many people perform better when others are counting on them, and as a leader, you can help them see how everyone’s contributions are related. Most importantly, you can help people to feel emotionally invested in the goal. They’ll understand its importance, and they’ll care whether the group is able to execute the vision as planned.

Leaders who are not as comfortable with the Energizing Dimension can have a tendency to be emotionally detached from others, particularly in a professional setting. Why is this problematic? Because as a leader, having people attach themselves to you and your vision is how you gain alignment. This means sending out signals that make people actually want to attach to you—not out of fear, but out of respect and inspiration. This requires a more open approach than some leaders may be initially comfortable with, but if you’re able to show more emotion—simply to show the real you—you will invite people to connect with you in a more meaningful way. Not only that, but they’ll more readily get on board with your vision. To the extent that you remain private and guarded, people will keep their distance.

Potential Obstacles to Making an Effort to Build Enthusiasm for the Group’s Goals for Not-So-Energizing Leaders

• You may see conjuring up a well of positive emotions as beneath you.

• You may struggle to let your emotions flow freely.

• You may feel that showing unbridled positive emotion is entirely out of the question! (You may resent that we just used an exclamation mark.)

• You may be more comfortable maintaining your game face, even if it means holding your hopes and dreams inside.

• You may have an unconscious instinct to “keep people in their place.”

• You may have a tendency to keep people’s expectations of the future in check.

Taking Action

Consider three ideas when it comes to making an effort to build enthusiasm for the group’s goals: brainstorm, hold, and build. First, brainstorm a variety of ways you could build enthusiasm in your group or organization. What has worked well in the past? What do other leaders do to build enthusiasm? Borrow ideas from those who are good at generating energy. Next, hold regular meetings to ensure that people are kept up to speed with projects and initiatives. Help them to see how their efforts fit into the big-picture goals of the group or organization. Paint a picture of where you’re headed. Even if you don’t have the gift of gab, find your own way of telling a story about your goals. People connect with stories, and research suggests that they specifically find metaphors to be inspiring (Mio et al, 2005). Also remember that even if you find it easier to focus on challenges, be sure to highlight what’s been going well. By communicating regularly about team goals, you can create better alignment around your vision. Finally, build enthusiasm by being intentional about building your team. Make time for teambuilding events and informal opportunities to socialize. Get outside of your day-to-day routines and learn something about each other and how you work as a team. Don’t just show people your enthusiasm for specific projects—show them what gets you excited about life.

Lesson Two: Sometimes It Does Matter Who You Know

Energizing leaders are gregarious people who naturally build and maintain large personal and professional networks, and this can be a real asset to their leadership capabilities. Leaders who are more private may dislike, possibly even abhor, the idea of setting out to make new connections, but this really is an essential piece of the leadership puzzle. Happily, today’s technology offers a wide variety of new networking opportunities that may appeal to leaders who are less comfortable with the Energizing Dimension. Regardless of the methods you use to build your network, you never know when the right contact will be able to help you pursue new opportunities for your organization, help you hire the right people, or give you just the perspective you need to make a big decision.

Big Suggestion Two: Be Intentional about Making Connections with a Wide Variety of People

Because they’re so people-oriented, Energizing leaders don’t have to think twice about making connections with a wide variety of people. They’re not only interested in hearing people’s stories, but they like to tell their own, and they’re quick to make friends wherever they go. These leaders are “connectors” who love to introduce like-minded folks who might be able to help each other. And naturally, they welcome such introductions from others. If you are not an outgoing person by nature, this suggestion will seem far less fun. In fact, it will make work out of something that others consider to be the highest form of entertainment. Undoubtedly, there is some skill involved in networking, and you may have noticed the increased prevalence of “speed networking” events that are offered as professional development in higher education communities and professional associations.

Is It Worth It?

When leaders stick to the same routine day after day and fail to make connections outside of the organization’s walls, they miss out on opportunities not just for themselves, but for their organizations. We’re not just talking about schmoozing with lots of people so you’ll have a leg up on your next job search. We’re talking about having collegial relationships with peers in your industry—or even in entirely different industries—with whom you can bounce ideas around and call on for advice during unique situations. For example, as we developed the leadership model for this book and other related products, we called on a wide range of friends and acquaintances who know a thing or two about leadership. We were able to test our theories against their expertise, gain some outside perspective, and get referrals to other subject matter experts.

Networking is also just as important within your organization. One recent empirical study concluded that leaders’ effectiveness at change implementation was only measurable when the leaders’ efforts were considered in aggregate (O’Reilly et al., 2010). That is, the lone leader did not make a perceptible impact, but when leaders were aligned across different levels, change began to happen. Without strong, fluid relationships within your organization, you will have difficulty initiating this type of alignment.

One Commanding leader in the IT field told us, “I should have done a better job of networking and meeting with more people to learn from and identify opportunities.” It’s not just the shy leaders who fail to build solid professional networks—sometimes the most driven leaders simply don’t make the time to reach out. Other leaders in our research noted that they wish they’d been better about following up after networking opportunities. How many times have you met someone who would be a great contact but failed to do anything to extend the relationship beyond the chance meeting at a conference or social function? What opportunities might you have missed out on? You’ll never know, but by being more intentional about this in the future, you’ll set yourself up to have a more solid network to participate in, both by adding value and asking for help.

Potential Obstacles to Making Connections with a Wide Variety of People for Not-So-Energizing Leaders

• You may not take the time to network.

• You may have anxiety about interacting socially with new people.

• You may see little value in networking.

• You may feel that you don’t have enough opportunities to make new connections.

• You may feel that networking isn’t as relevant in your field.

• You may be unsure how to find the type of people with whom you’d like to connect..

Taking Action

Focus on three ideas when it comes to making connections with a wide variety of people: reconnect, participate, and leave. First, make an effort to reconnect with any key contacts that you haven’t talked to in a while. Send a friendly note, invite someone to lunch, or simply pick up the phone to touch base. Find out what they’re working on and what’s going on for them personally. Next, participate in professional networking online. This is an outstanding tool for those who are less social by nature. Join the major social networking sites and if it’s of interest to you, try blogging or microblogging. These are all good ways to connect and keep track of what people are working on, reading, and thinking. Finally, leave the comfort of your office. You’re not going to make new connections if you never widen your circle. Remind yourself of the benefit of attending conferences, benefits, and alumni association events. All of these settings offer rewards beyond the social, as well. Then, when you meet people out and about, take the step to cement your connection by following up. Take the stack of business cards that you collect at a conference and reach out to those people once you’re back at home. If you told someone that you’d send them some information, do it. Making connections takes some effort, but the potential returns are great.

Lesson Three: Emotions Are the Connective Tissue of the Team

Leadership is more than just managing programs. Leaders are also responsible for unifying the group and leading the rally. The cognitive part of this is aligning people around a specific goal. But there is an emotional part, too, and though it may not be every leader’s cup of tea, team spirit does matter. Some leaders have tendencies that can make the emotional aspects of leadership more difficult. In fact, tending to the emotional side of the organization may feel like a distraction from what these types see as their real responsibilities.

Big Suggestion Three: Learn to Lead the Rally

As a leader, you’re in a unique position to help create a sense of community—a feeling that people are in it together, that the whole is greater than the sum of the parts. To achieve truly outstanding outcomes, it’s not enough to be a group of loosely connected people working toward a common goal. Great collaboration happens when people learn to rely on each other and are willing to extend themselves to help each other. We’d like to see you learn how to lead the rally by providing inspiration for others and keeping them fully engaged.

Is It Worth It?

Let’s explore the benefits of learning to lead the rally. Simply put, people want to see your passion for the work you’re doing. Not only that, but they want to know that you believe in them and their ability to achieve their goals. Sure, they may see someone who is trustworthy and fair, but this only inspires a certain level of commitment. When a leader doesn’t bring an emotional element to the work, the organization or team may feel a little cold, particularly to those whose approaches fall on the eastern side of the model.

Our research shows that people are looking for more emotional investment from Resolute, Deliberate, and Humble leaders. For example “rallying people to achieve goals” was requested by fifty percent of the people who rated Deliberate leaders. This tells us that if you can learn to lead the rally more effectively, you have a great chance of improving your overall leadership performance. Dealing with feelings may seem like a waste of time compared to other leadership roles you fill, but it’s both entirely worth your time and within your reach.

Potential Obstacles to Learning to Lead the Rally for Not-So-Energizing Leaders

• You may have a tendency to be more autonomous than team-oriented.

• You may see your job as simply making decisions, providing resources, and showing accountability.

• You may not see the need for a lot of praise, compliments, or encouragement.

• You may want to avoid coming across as phony or insincere.

• You may see dealing with emotions as an obstacle to getting the job done.

• You may not see yourself as particularly inspirational.

Taking Action

Consider three ideas when it comes to learning to lead the rally: ask, generate, and engage. First, ask people what they find most motivating. Learn what makes people with other styles tick. You can start by reading some of the other chapters in this book and spending time with people in your organization. If you can connect group goals to people’s personal interests and aspirations, they’re likely to be more engaged. Next, generate interest in group goals by explaining how people’s contributions will fit into the big picture. Explain what’s in it for them, as well as what’s in it for the organization. Tell them exactly why this piece—their piece—of the puzzle matters. Build them up so they feel a sense of purpose. Your goal is to get them emotionally invested in the vision, and a key factor in this is showing that you are emotionally invested first. If people don’t seem engaged, name the feelings that you see and start a conversation. For example, “It seems like the team is a little discouraged or disengaged lately.” Finally, engage people by practicing the art of working as a team. That’s right—it might take practice! One fun way to show people that teamwork matters to you is to organize an event that benefits a charity. Take a break to have your whole team volunteer together. The possibilities are endless, but people might enjoy building something, walking in a 5K, or serving food at a shelter. Practice inspiring people to achieve group goals in a unique setting like this, and then spend some time thinking about how to lead the rally more effectively in your daily leadership practice.

Conclusion

No matter your primary leadership dimension, it’s valuable to adopt some of the Energizing leader’s lively, outgoing, and enthusiastic ways, even if ever so slightly. Specifically, to be more Energizing:

Make an effort to build enthusiasm for the group’s goals,

Be intentional about making connections with a wide variety of people, and

Learn to lead the rally.

Case Study: Be Intentional About Making Connections with a Wide Variety of People

Carla is an experienced IT executive at a large insurance company. We talked to her about lessons she wished she’d learned at the outset of her leadership career, and she mentioned that she had trouble seeing the big picture. More importantly, she struggled to put what she was doing into a larger context or to explain her vision to a broader audience, mostly because she simply didn’t know people, and they didn’t know her. “I guess I would have spent more time making relationships outside of my specific area of responsibility,” she said, “so that I had a better understanding of what the bigger picture was.” She added that such relationships would have provided the support she needed when she wanted to move things forward, and they also might have given her better insight into what others needed from her. “I think that I would have moved more quickly [in my career] if I had a broader group of support,” she said. “I don’t think people knew me.” As she’s developed as a leader, Carla has gained the confidence to reach out to others, especially as she’s seen firsthand the value in doing so. She told us a story about someone who resigned because she didn’t feel appreciated and didn’t see much opportunity for herself. Carla noted that to get into the leadership ranks, it’s often not enough just to do good work. “You have to sell yourself,” she said. “You have to be known. People aren’t going to come to you to see if you have value. You have to demonstrate it to them. You have to be more outgoing.” For leaders like her who aren’t naturally inclined to reach out, Carla recommended starting to build their networks slowly. “Start establishing small relationships outside of your work,” she said, “and then move bigger.”