<\/p>\n
The data is clear: In global studies from\u00a0Microsoft,\u00a0Six Seconds,\u00a0Deloitte, and\u00a0Gallup, The data is clear: In global studies from Microsoft, Six Seconds, Deloitte, and Gallup, The data is clear: In global studies from Microsoft, Six Seconds, Deloitte, and Gallup,
employees are struggling.<\/span><\/p>","tablet":"The New Energy Crisis - People at Work (or Not)<\/span><\/h1>\n\n
employees are struggling.<\/span><\/p>\n"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">
The New Energy Crisis – People at Work (or Not)
employees are struggling.
\n
This blog post was first published on LinkedIn<\/a> as part of the Innovative Leadership Newsletter. <\/em>It is a companion piece to Joshua Freedman’s interview on\u00a0<\/em>Innovating Leadership: Co-Creating Our Future<\/a>\u00a0titled\u00a0<\/em>The Human Energy Crisis at Work<\/a><\/em>, which aired on August 1st, 2023.\u00a0<\/em><\/em><\/p>","tablet":" By Joshua Freedman<\/p>\n \n<\/p> This blog post was first published on LinkedIn<\/a> as part of the Innovative Leadership Newsletter. <\/em>It is a companion piece to Joshua Freedman's interview on <\/em>Innovating Leadership: Co-Creating Our Future<\/a> titled <\/em>The Human Energy Crisis at Work<\/a><\/em>, which aired on August 1st, 2023. <\/em><\/p>\n The brutal fact: People are disengaging because companies are failing their people. We\u2019re in a time of profound complexity and chaos, and it seems this mess IS the \u2018new normal.\u2019 It\u2019s a test, and few companies are passing it<\/p>\n If half of your people are burned out, how well will your business handle the next stress? The data is clear. In global studies from Microsoft<\/a>, Six Seconds<\/a>, Deloitte<\/a>, and Gallup<\/a>, research says \u201cemployees are struggling.\u201d<\/p>\n As David Minze puts it, one of the most essential steps is for leaders to confront reality \u2013 the signs are there, but leaders are ignoring them: \"Laziness, apathy, and dissidence are merely symptoms of bigger problems that can affect employee performance. And by the time many of those symptoms surface, remediation to improve employee engagement might be impossible.\"<\/p>"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">
By Joshua Freedman This blog post wasfirst published on LinkedInas part of the Innovative Leadership Newsletter.It is a companion piece to Joshua Freedman’s interview onInnovating Leadership: Co-Creating Our FuturetitledThe Human Energy Crisis at Work, which aired on August 1st, 2023.
If half of your people are burned out, how well will your business handle the next stress? The data is clear. In global studies from\u00a0Microsoft<\/a>,\u00a0Six Seconds<\/a>,\u00a0Deloitte<\/a>, and\u00a0Gallup<\/a>, research says \u201cemployees are struggling.\u201d<\/p>\n As David Minze puts it, one of the most essential steps is for leaders to confront reality \u2013 the signs are there, but leaders are ignoring them: “Laziness, apathy, and dissidence are merely symptoms of bigger problems that can affect employee performance. And by the time many of those symptoms surface, remediation to improve employee engagement might be impossible.”<\/p>","tablet":" By Joshua Freedman<\/p>\n \n<\/p> This blog post was first published on LinkedIn<\/a> as part of the Innovative Leadership Newsletter. <\/em>It is a companion piece to Joshua Freedman's interview on <\/em>Innovating Leadership: Co-Creating Our Future<\/a> titled <\/em>The Human Energy Crisis at Work<\/a><\/em>, which aired on August 1st, 2023. <\/em><\/p>\n The brutal fact: People are disengaging because companies are failing their people. We\u2019re in a time of profound complexity and chaos, and it seems this mess IS the \u2018new normal.\u2019 It\u2019s a test, and few companies are passing it<\/p>\n If half of your people are burned out, how well will your business handle the next stress? The data is clear. In global studies from Microsoft<\/a>, Six Seconds<\/a>, Deloitte<\/a>, and Gallup<\/a>, research says \u201cemployees are struggling.\u201d<\/p>\n As David Minze puts it, one of the most essential steps is for leaders to confront reality \u2013 the signs are there, but leaders are ignoring them: \"Laziness, apathy, and dissidence are merely symptoms of bigger problems that can affect employee performance. And by the time many of those symptoms surface, remediation to improve employee engagement might be impossible.\"<\/p>"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">
The brutal fact: People are disengaging because companies are failing their people. We’re in a time of profound complexity and chaos, and it seems this mess IS the ‘new normal.’ It’s a test, and few companies are passing it If half of your people are burned out, how well will your business handle the next stress? The data is clear. In global studies fromMicrosoft,Six Seconds,Deloitte, andGallup, research says “employees are struggling.” 正如大卫这所说,其中一个最重要steps is for leaders to confront reality – the signs are there, but leaders are ignoring them: “Laziness, apathy, and dissidence are merely symptoms of bigger problems that can affect employee performance. And by the time many of those symptoms surface, remediation to improve employee engagement might be impossible.”
Watch the YouTube clip:
Listen to the full episode:
https://innovatingleadership.podbean.com/e/energy/
Check out the blog:
The human brain is Not a Fan of uncertainty; we treat it as danger \u2013 and one of the most common reactions is attempting to control. You can see it as some senior leaders create \u2018back to work\u2019 mandates or call for \u2018get back to the grind.\u2019 And that reactive, controlling stance is a recipe for failure that comes from a common confusion:<\/p>\n
Motivation and compliance are not the same thing.<\/strong><\/p>\n Motivation is driven by trust, purpose, commitment, belonging and growth. The fire is on the inside.<\/p>\n Compliance is driven by fear. The fire is on the outside.<\/p>\n Motivation is relational. Compliance is transactional. Motivation is about engaged people going beyond. Compliance is about doing the minimum.<\/p>\n The lack of engagement is exacerbated by larger trends \u2013 for example, around the world, people are more\u00a0lonely and isolated<\/a>. That isolation is\u00a0significantly worse for younger people<\/a>, amplifying issues of generational differences in the workplace, and impairing future success.<\/p>\n The focus on compliance, the lack of purpose and connection, and weak management, are all rooted in poor emotional intelligence, and it\u2019s\u00a0costing businesses billions of dollars<\/a>.<\/p>\n ","tablet":" The human brain is Not a Fan of uncertainty; we treat it as danger \u2013 and one of the most common reactions is attempting to control. You can see it as some senior leaders create \u2018back to work\u2019 mandates or call for \u2018get back to the grind.\u2019 And that reactive, controlling stance is a recipe for failure that comes from a common confusion:<\/p>\n Motivation and compliance are not the same thing.<\/strong><\/p>\n Motivation is driven by trust, purpose, commitment, belonging and growth. The fire is on the inside.<\/p>\n Compliance is driven by fear. The fire is on the outside.<\/p>\n Motivation is relational. Compliance is transactional. Motivation is about engaged people going beyond. Compliance is about doing the minimum.<\/p>\n The lack of engagement is exacerbated by larger trends \u2013 for example, around the world, people are more lonely and isolated<\/a>. That isolation is significantly worse for younger people<\/a>, amplifying issues of generational differences in the workplace, and impairing future success.<\/p>\n The focus on compliance, the lack of purpose and connection, and weak management, are all rooted in poor emotional intelligence, and it\u2019s costing businesses billions of dollars<\/a>.<\/p>"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">
The human brain is Not a Fan of uncertainty; we treat it as danger – and one of the most common reactions is attempting to control. You can see it as some senior leaders create ‘back to work’ mandates or call for ‘get back to the grind.’ And that reactive, controlling stance is a recipe for failure that comes from a common confusion: Motivation and compliance are not the same thing. Motivation is driven by trust, purpose, commitment, belonging and growth. The fire is on the inside. 合规is driven by fear. The fire is on the outside. Motivation is relational. Compliance is transactional. Motivation is about engaged people going beyond. Compliance is about doing the minimum. The lack of engagement is exacerbated by larger trends – for example, around the world, people are morelonely and isolated. That isolation issignificantly worse for younger people, amplifying issues of generational differences in the workplace, and impairing future success. The focus on compliance, the lack of purpose and connection, and weak management, are all rooted in poor emotional intelligence, and it’scosting businesses billions of dollars.Do you want people to follow you out of fear - or trust?<\/h2>\n
Do you want people to follow you out of fear – or trust?
Get your head out of the sand. The first step, according to Jeff Kinsley – America\u2019s Director for EQ Biz, and former senior HR Director for LAC at FedEx, is to stop denying the problem. \u201cCompanies are pushing themselves to the point of no return by not engaging themselves to, at the minimum, do a temperature check on their people.\u201d<\/p>\n
Kathleen Hogan, Microsoft\u2019s Chief People Officer, says to ask better questions: Instead of asking \u201cHow are you,\u201d ask questions that get to the essence of energy, such as, \u201cDo you feel like you are doing meaningful work?\u201d<\/p>\n
In Six Seconds\u2019\u00a0research on high-performing teams<\/a>, we found three simple, powerful, renewal sources of human energy at work \u2013 which we can measure in minutes\u2026 and it\u2019s all about emotion:<\/p>\n Teams that experience more\u00a0joy<\/strong>\u00a0at work are 10x more likely to be high achieving.<\/p>\n Scores on\u00a0trust<\/strong>\u00a0predict over 70% in variation of performance outcomes.<\/p>\n And teams that\u00a0celebrate<\/strong>\u00a0both success and failure are 25x as likely to have long-term success.<\/p>\n Some readers will say, \u201cThat\u2019s too touchy-feely,\u201d but maybe it\u2019s time to rethink that bias. After all, it\u2019s what\u2019s led us to the state where less than 2 in 10 employees are engaged\u2026maybe it\u2019s time to stop pretending people are just rational \u2013 and\u00a0get smarter about feelings at work<\/a>.<\/p>\n ","tablet":" Get your head out of the sand. The first step, according to Jeff Kinsley - America\u2019s Director for EQ Biz, and former senior HR Director for LAC at FedEx, is to stop denying the problem. \u201cCompanies are pushing themselves to the point of no return by not engaging themselves to, at the minimum, do a temperature check on their people.\u201d<\/p>\n Kathleen Hogan, Microsoft\u2019s Chief People Officer, says to ask better questions: Instead of asking \u201cHow are you,\u201d ask questions that get to the essence of energy, such as, \u201cDo you feel like you are doing meaningful work?\u201d<\/p>\n In Six Seconds\u2019 research on high-performing teams<\/a>, we found three simple, powerful, renewal sources of human energy at work \u2013 which we can measure in minutes\u2026 and it\u2019s all about emotion:<\/p>\n Teams that experience more joy<\/strong> at work are 10x more likely to be high achieving.<\/p>\n Scores on trust<\/strong> predict over 70% in variation of performance outcomes.<\/p>\n And teams that celebrate<\/strong> both success and failure are 25x as likely to have long-term success.<\/p>\n Some readers will say, \u201cThat\u2019s too touchy-feely,\u201d but maybe it\u2019s time to rethink that bias. After all, it\u2019s what\u2019s led us to the state where less than 2 in 10 employees are engaged\u2026maybe it\u2019s time to stop pretending people are just rational \u2013 and get smarter about feelings at work<\/a>.<\/p>"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">
Get your head out of the sand. The first step, according to Jeff Kinsley – America’s Director for EQ Biz, and former senior HR Director for LAC at FedEx, is to stop denying the problem. “Companies are pushing themselves to the point of no return by not engaging themselves to, at the minimum, do a temperature check on their people.” Kathleen Hogan, Microsoft’s Chief People Officer, says to ask better questions: Instead of asking “How are you,” ask questions that get to the essence of energy, such as, “Do you feel like you are doing meaningful work?” In Six Seconds’research on high-performing teams, we found three simple, powerful, renewal sources of human energy at work – which we can measure in minutes… and it’s all about emotion: Teams that experience morejoyat work are 10x more likely to be high achieving. Scores ontrustpredict over 70% in variation of performance outcomes. And teams thatcelebrateboth success and failure are 25x as likely to have long-term success. Some readers will say, “That’s too touchy-feely,” but maybe it’s time to rethink that bias. After all, it’s what’s led us to the state where less than 2 in 10 employees are engaged…maybe it’s time to stop pretending people are just rational – andget smarter about feelings at work.How to solve the \"human energy crisis\"<\/h2>\n
How to solve the “human energy crisis”
Joshua is the author of five books, articles, case studies, and psychometric assessments related to emotional intelligence (EQ). He\u2019s a Master Certified Coach (ICF) and the CEO and co-founder of Six Seconds, the global community for EQ. Six Seconds is the world\u2019s first & largest network of emotional intelligence practitioners and researchers, with 25 offices globally. As a consultant, facilitator, or coach, Joshua’s clients include FedEx, Intel, Etihad Airways, Amazon, Microsoft, the UN, and all branches of the US armed services. Joshua co-developed Six Seconds\u2019 EQ Certification Training which he has delivered on five continents as a master trainer to thousands of professionals seeking practical tools for learning and teaching emotional intelligence.<\/p>\n
","tablet":"
About the author<\/h2>\n
Joshua is the author of five books, articles, case studies, and psychometric assessments related to emotional intelligence (EQ). He\u2019s a Master Certified Coach (ICF) and the CEO and co-founder of Six Seconds, the global community for EQ. Six Seconds is the world\u2019s first & largest network of emotional intelligence practitioners and researchers, with 25 offices globally. As a consultant, facilitator, or coach, Joshua's clients include FedEx, Intel, Etihad Airways, Amazon, Microsoft, the UN, and all branches of the US armed services. Joshua co-developed Six Seconds\u2019 EQ Certification Training which he has delivered on five continents as a master trainer to thousands of professionals seeking practical tools for learning and teaching emotional intelligence.<\/p>"}},"slug":"et_pb_text"}" data-et-multi-view-load-tablet-hidden="true">
About the author
Joshua is the author of five books, articles, case studies, and psychometric assessments related to emotional intelligence (EQ). He’s a Master Certified Coach (ICF) and the CEO and co-founder of Six Seconds, the global community for EQ. Six Seconds is the world’s first & largest network of emotional intelligence practitioners and researchers, with 25 offices globally. As a consultant, facilitator, or coach, Joshua’s clients include FedEx, Intel, Etihad Airways, Amazon, Microsoft, the UN, and all branches of the US armed services. Joshua co-developed Six Seconds’ EQ Certification Training which he has delivered on five continents as a master trainer to thousands of professionals seeking practical tools for learning and teaching emotional intelligence.
- The New Energy Crisis – People at Work (or Not)- August 11, 2023
- Getting Off the Trouble Train- July 30, 2023
- Decoding Emotions- July 29, 2023
Find the right assessment with the Tool Finder
