What is an Energy-Centered Organization?
An Energy-Centered Organization accesses and uses the most powerful, inspiring and
motivating forces within human beings: their passion, idealism, desire to grow, and
sense of purpose. These energies are used to
fulfill a basic human need -- to be an important member of an important
Energy-Centered Leadership uses
a holistic understanding of the nature of a person and the process of change
to lead, inspire and empower an organization.
This leadership is taught using an evidence-based approach,
with scientific instruments to objectively measure the changes in the energetic field and
correlate those changes with the stated objectives of the organization.
Energy-Centered Leadership encompasses the usual approaches to organizational
development and then goes farther. The effects of (5) Energy-Centered Leadership flow
downward through an organization to improve (4) the organizational climate, (3)
employee satisfaction and productivity, (2) product quality and (1) profitability.
Andrew Carnegie, the American industrialist, pointing to his steel mills in
Pittsburg, Pennsylvania, asked an MBA class at Carnegie University, "Do you know
what those plants make?" Of course, the reply was, "Steel." "No," He said, 'They
The most basic function of an organization is to create a return by which the
organization can flourish and contribute to other growth in the community. But
focusing primarily on profit is not an effective way to lead. Profit is a
trailing indicator, so trying to steer an organization by its profitability is like
driving while looking in the rear-view mirror.
At a second level, a leader focuses on creating high-quality
goods and services that satisfy the customer's need,
and delivering the products efficiently. Do these two things well and
profits will follow.
An organization's goods and services are only as good as its people can
conceive of and deliver, so a
forward-looking organization will focus on the development of its people, its
most precious resource. Well-informed, motivated, creative teams will produce
outstanding products and services. The future of the organization depends upon the
leadership attracting and holding the best people.
In the 1960's, the breakthrough in organizational theory was that great people can be
developed in-house with the right corporate culture. The old view was that skills
could be learned, but attitudes could not be changed. Either a person had a cooperative,
optimistic, self-motivated work ethic, or not. The modern view, coming from discoveries
in motivational theory and psychological development, is that even attitude can be
developed if generous, empowering, understanding, and fair traits are modeled by the
leadership. This is taught in the book, "Motivation and Organizational
Climate" by George H. Litwin and Robert A. Stringer Jr. (1968), both of The Forum
Corporation, Boston, USA.
The latest discovery in organizational theory is that the development of leadership and
all other personal qualities requires both a vision of the objective, as modeled
by another, for example, AND energy.
If either one is missing, either change does not occur or the change is not lasting.
Energy can come from a deep desire to right a wrong, the idealism to find a better way,
a desire to grow, and a sense of progress toward the purpose of one's life.
- This discovery came from scientific studies of transformation by,
for example, David Bohm, the American quantum physicist,
- from reseach into the human energetic
field and its direct effect on the personality and behavior of oneself and others,
- from discoveries of the
importance of the bloodstream's pH to brain function,
- and from studies at IAM that show how a person can change their energetic field.
The limit to people's ability to improve themselves, and hence the effectiveness of
the organization they serve, is in their ability to summon and manage the types of
energy within themselves. This explains why people can't
simply choose to be happy, or creative, or productive. Such a choice cannot be made in
the mind because the energy system of the brain is too weak -- it gets overpowered by the
energy of the heart, which is 100 times stronger.
Fortunately, biofeedback has given us a simple and effective way to monitor
our energetic fields and energize them further, giving immediate, high-levels of improvement
and satisfaction, for both the individual and the team.
Our Energy-Centered approach first removes the toxic stress in an organization
that kills people's creativity, performance and health. Then we train leaders to
strengthen and direct their energetic fields, which are being broadcast and
relayed throughout the organization. Finally, we train entire teams in how to
recognize the energy operating in a situation and in each other, to bring out hidden
potentials in themselves, and to recognize and honor the energetic contribution of
each team member.
We track progress toward specific objectives identified at the start. We look especially for
objectives that have been resistant to previous efforts, such as product innovation,
new market penetration, improved productivity, and reduced downtime.
With Energy-Centered Leadership, one can
(4) reliably create an extraordinary organizational climate,
(3) that draws and develops great people,
(2) who make great products,
(1) which produce great profits.
Water runs downhill. Get the energy right and the rest will follow.