Energy is made of the invisible but equally felt signals of communication and atmosphere between people. It dominates physical space and is indeed the real ‘text’ of conversations and the environment.
To understand the energy we are creating around us one needs to be self-aware. According to neuroscientist Dan Siegel, relationships are energy and information flow.
When there is a positive sense of self and purpose for each individual, and for each individual within the team and within the organization at large,
“Interactive and ‘real’ session. The connection was with us as people.” Anthonise Van Der Lilly – member services
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” – Charles Darwin
energy is able to flow freely, which allows an organization to respond to change in a natural, non-disruptive way.
This makes for an extremely resilient, flexible, cohesive, reliable, productive and profitable workforce. Size is no longer an indicator of success, for it is often the larger companies who have the most
difficulties adapting to changes in the political, economic and social landscape.
A flexible company with a resilient workforce is more able to capitalize on new technologies, new suppliers, competition and more importantly new customers.
ENERGY CASE STUDY
When reporting structures change in an organization, there will inevitably be a shift in the energy dynamic of any team. Change is one of the most challenging dynamics to manage, as not only does it influence the ‘subtle’ hierarchical dynamic, but equally the leadership dynamic. Change requires the flow of energy within an organization to be redirected in a positive and constructive way, when this does not happen, energy blocks result which result in communication breakdown and inevitably lead to the breakdown of trust in relationships.
Ruth was asked to facilitate a workshop to ‘reframe and redefine’ the energy dynamic of the ‘new’ reporting structure, to ensure that the people within the team were able to integrate the new roles and titles whilst remaining authentic and connected.
The group embarked on her famous ‘shoe exercise’, in which the metaphor of shoes is used to illustrate our human instinct to make snap judgments (often incorrectly), and interrogate our perceptions of people. Individuals are encouraged to begin to map other ways of thinking. They talk, they dissect, they laugh, argue and finally they draw. But at the end of the workshop each and every person emerges with a deeper awareness of their character type, their preferred communication style, and their listening filters.