Be An Energizer

Excerpt from Thom S. Rainer post:  Energizers and De-energizers

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While the bunny is an incredible creation for marketing a product, he (I guess it’s a “he”) is totally fiction. But there are real energizers; they are real people that make our lives brighter. Conversely there are de-energizers as well. These people sap our energy and demotivate and demoralize us.

Rob Cross and Robert Thomas wrote an intriguing article on these two groups of people in Harvard Business Review. This quote was my favorite:

“Energizers bring out the best in everyone around them, and our data show that having them in your network is a strong predictor of success over time. These people aren’t necessarily extroverted or charismatic. They’re people who always see opportunities, even in challenging situations, and create room for others to meaningfully contribute. Good energizers are trustworthy and committed to principles larger than their self-interest, and they enjoy other people. ‘De-energizers,’ by contrast, are quick to point out obstacles, critique people rather than ideas, are inflexible in their thinking, fail to create opportunities, miss commitments, and don’t show concern for others. Unfortunately, energy-sapping interactions have more impact than energizing ones—up to seven times as much, according to one study. And our own research suggests that roughly 90% of anxiety at work is created by 5% of one’s network—the people who sap energy.”

An energizer can transform an organization. He or she brings out the best in others. When energizers are in a meeting, in the room, or in a decision-making session, positive results typically flow. Good leaders surround themselves with these types of people. Indeed good leaders are strategic and intentional about bringing energizers into the organization.

But the opposite is true with de-energizers. Note the quote above. One de-energizer can have seven times the impact of an energizer. One de-energizer can cause great damage to an organization. As the HBR article notes, they bring 90 percent of the anxiety to an organization.

De-energizers hurt churches, businesses, and other organizations. They are quick to say no. For them the sky is always falling. They are critical and inflexible. These demotivators will always let you know where the obstacles are; but they will rarely point you toward the opportunities.

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