Balance is Energy Management What Schwartz and Loehr said 15 years ago in The Power of Full Engagement still holds true: The “new” reality of work is that technology allows us to be accessible 24/7, boundaries are often blurred between work and home, day and night, work and vacation. There is a need to optimize energy in four areas: physical health, emotional health, mental acuity, and spiritual life (characterized by deeply held purpose or values). If any of these areas is depleted our performance will suffer, along with our personal happiness, and ability to compete or see possibilities that can drive us forward to greater success. Energy is the “X” factor; we must examine how to best spend energy, as well as how to renew energy that has been depleted High performance requires a balance between exercise and recovery in each energy dimension

Energy Realities Focus on Purpose and Values Most of us are undertrained physically and spiritually and overtrained emotionally and mentally Physically we need to “fuel the fire”: eat, sleep, exercise, etc. in order to ‘fuel’ our emotional and mental energy Emotionally, the ‘muscles’ that fuel positive energy include self-confidence, self-control, interpersonal effectiveness, and empathy Maximum mental capacity is built by a balance of expending and recovering, changing channels in order to permit different parts of the brain to be activated Spiritual energy provides force for action in all dimensions of our lives and is derived from a connection to deeply held values and a purpose beyond our self interest Note: ASK: Discuss this first assumption with a neighbor, why might this be true? -Emotional muscles can be strengthened like a bicept, by pushing past current limits followed by recoveryany activity that is enjoyable, fulfilling, and affirming serves as a source of emotional renewal and recovery Focus on Purpose and Values

Rationale for Purpose: “People who find meaning in their work don’t hoard their energy and dedication…they do more and they do it better”* *“Creating a Purpose Driven Organization; How to get Employees to Bring their Smarts and Energy to Work”, Quinn and Thakor, Harvard Business Review, July-August 2018

Values-Vision-Purpose: Anchor-Roadmap-Destination* Your deepest held values must be reflected in your vision for your life, both personal and professional Firm beliefs and compelling values provide the roots that keep us stable in the face of prevailing winds; “purpose helps us stand our ground when we are faced with life’s inevitable storms” A positive purpose draws on challenge versus threat; rather than reacting to fear we can focus on what moves us or feels meaningful Deeply held values that provide a sense of inspiration and meaning, fuel the energy on which purpose is built; they define a code of conduct in our journey Positive psycho;ogy reference; less energy expended bailing the boat that focusing on possibility, using our strengths to get there *From Schwartz and Loehr, The Power of Full Engagement, 2003

Activity: What are you doing to serve your values? Think of 3 values that you hold dear A few examples are: Authenticity Generosity Integrity Balance Honesty Excellence Faith Kindness Serenity Family Respect for Others Service to Others Connecting values to behavior, or what you do, how you live your life, is one way to reach the destination of purpose. How do you walk your talk? Think of something you do that connects to each of those values. What if you can’t walk your talk?

Bring Your Whole Self to Work According to Mike Robbins in his new book, Bring Your Whole Self to Work, the foundation of bringing your whole self to work is authenticity; showing up honestly, without self-righteousness, and with vulnerability. He asserts that “regardless of where you work, or what kind of work you do…(bringing your whole self) allows you to unlock creativity, connection, and performance…” This concept of being able to bring your whole self is the essence of Psychological Safety, a belief studied by Amy Edmonson (Harvard), that relates workplace effectiveness, especially in groups and teams, to whether a person feels, “it’s ok to be myself”, and that “I won’t be humiliated or rejected” for speaking up with work-relevant thoughts, questions, “and even mistakes”. (Leading and Working in Teams: Amy Edmonson, Lynda.com) Mobius principle