Energy Centered Leadership

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 organization.

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.

  1. Profit-Centered

    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 make money."

    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.

  2. Quality-Centered

    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.

  3. People-Centered

    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.

  4. Culture-Centered

    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.

  5. Energy-Centered

    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.


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