Every interaction we have can either nourish or deplete our energy, impacting our effectiveness as leaders.
Reflect on the following:
Q: What depletes my energy as a leader?
Q: What nourishes me and replenishes my energy?
Q: How can I minimise what depletes me and maximise opportunities for nourishment?
Tom’s Reflections on These Questions
I keep saying, if I only allowed myself one rule in life it would be “follow the energy”. Do things that give you energy and avoid those that don’t. And yet, life clearly isn’t always that easy.
We don’t always control our time. Other people in the form of bosses, colleagues, clients or indeed family members have power over our time. And yet, as leaders, we may need to take more responsibility for the environments in which we inhabit.
These questions are simply intended to encourage exploration of the idea that the true scarce resource is your energy in all its forms – physical, mental, emotional….
If you would like to further explore this theme, consider starting with an Energy Audit. Episode 5 of the Time Academy Podcast entitled Not All Hours Are Created Equal may also offer some insights. Also, this great HBR article Manage Your Time, Not Your Energy is a classic.
The Curious Leaders programme is designed to foster a deep sense of curiosity about who you are as a person and as a leader. It challenges you to reflect on what you can do each day to become a more effective leader. The premise is that before we can truly lead others, we first need to lead ourselves.
It thus ultimately starts with self-leadership. This is about building a practice of reflection and action whereby we become increasingly curious about how our thinking is impacting our actions. This is the first step in building a world in which curiosity shapes leadership.
In this world, leaders aren’t boxed in by traditional thinking or established playbooks. They are open to fresh ideas and diverse perspectives, fostering a culture of exploration and learning. In truth, nurturing curiosity in leadership is essential if we are to address the key challenges of the 21st century.