Rather, research shows that leaders who are seen as energizing behave in certain ways, such as exhibiting compassion and humility and recognizing others’ efforts with generosity and gratitude.īeyond that baseline, though, today’s complicated times require even more from leaders because teams need different approaches depending on why their energy is flagging. These leaders are not necessarily charismatic or extroverted or any other specific personality type. Leaders who promote positive energy are associated with stronger innovation and organizational performance as well as employees who are more engaged, productive, and satisfied with their jobs. With a boost of energy, however, people are much more motivated to put their heads together and come up with novel solutions. But until these benefits start to flow in, collaboration is often seen as costly, risky, and time consuming. Smarter collaboration leads to higher revenue and profit, more comprehensive solutions, and deeper customer and employee satisfaction. The blow to effective collaboration matters enormously. Yet in this era of cutbacks and constraint, not only do we expect our teams to do more with less, but we need them to innovate - and quickly - to drive growth. These factors are compounded by the strains of hybrid working, which has made collaboration harder for teams that are increasingly siloed and fragmented. Business stressors like layoffs, economic headwinds, and geopolitical instability are depleting teams, causing one in four employees globally to feel burned out. They want to innovate, but can’t seem to muster the energy to do it.Ĭhris’s team is hardly alone. Despite managing to hit their deadlines and churn out the basic product upgrades, sales are down, and it’s hard to remember the last time they had a breakthrough idea. Chris’s product management team is faltering.
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