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On Surpressing Energy

Posted Jul 02 2008 8:09pm

By Charles E. Smith|Bio


Over the years, I have seen and recognized the enormous effect of the CEO’s personality and ‘way of being’ on the energy of a company. All personalities have limitations and drawbacks. But when somebody has the top position in a system, the effect of what they focus on and what they suppress is immense. Whatever a CEO’s automatic way of relating to the world, whatever their way of dealing with relationships, or with conflict, or with results and measurement, or with finances or thinking, gets reflected throughout the organization. Too many CEOs only allow real creative thinking in the areas that interest them and simply avoid those areas that appear more threatening. Now this is human nature, and it’s to be expected. But if CEOs could begin to see the world in energetic terms, they would see the suppressive affect of some of their behavior on the energy of their company and people’s power to execute the very things they most want implemented.

In my experience, this is not always the case. Sometimes there are leaders—CEOs and others—who have a certain integrity about balancing energy and really pay attention or try to pay attention to all of it—to results, good thinking, relationships and to principles. In those situations, things seem to work better. But it comes from a high level of integrity. They are willing to risk activity in areas that really make them uncomfortable. They might not like it, but are willing to do it because they stand for the integrity of each type of energy being represented. The results are always phenomenal. Untold millions of dollars are saved, and money is made for the company. Manufacturing plants are preserved that would have been lost because of higher costs. All because they have the integrity and are willing to bring forward integrity in a balanced way.

Over time, I came to see that there was a probable relationship between energy as I defined it and integrity. In the absence of that integrity, the energy is absent. The person doesn’t feel bad: they simply do not recognize that anything is missing for them. I have known some terribly ineffective people, and they just did not see what was missing for them. I have seen people in nonprofit organizations and in business for whom measurement and results are missing—but they don’t even know it. Once people start to notice which kind of energy is missing or absent, then they can take it upon themselves to generate it for themselves and get what they want and need.

There are really two things going on at the same time. There is a physical world with concrete properties. For instance, when I touch my car, it is both metal hard and cushion soft. And yet, when I look at my car in terms of all of the energies that were brought together to create it, and how it carries me forward and lifts my spirits, I can see my car as if it were a wave of energy. As in physics, there are particles (concrete) and there are waves (intangible and in motion). Both seem to be true. But if you want to move forward and develop effectively in an organization, people need to start seeing what’s happening not just from a concrete perspective, but also from a wave-like, energetic point of view.

In many organizations, force and coercion are often relied upon to make things work. In the end, however, force can only be effective for short periods of time—and all the while it drains energy away. Using force and fear, most product developments don’t produce products that work. Most company mergers do not succeed by their own standards. When people deal with each other and with problems as concrete things, they create an abstract conceptual relationship, which automatically suppresses energy. The more people can see each other and the challenges surrounding them energetically, the more compelling situations become, and the more energy is unleashed.

A new framework is available in which one comes to accept that the world, including an organization and the people in it, consist of interacting energy fields. The people and systems with the most energy will prevail. Our job here is to be responsible for seeing what kinds of energy are missing and needed, and providing just that. Whether it’s the energy of measurement and results, relationship and emotion, good thinking and innovation, inventiveness, creating possibility and inquiry, or the energy of standing up for and acting on principles (whatever you hold dear). Ultimately, this is a matter of individual responsibility and a shift in point of view. This shift is equivalent to Einstein’s formula, where your overall available energy equals your relationship to these various kinds of integrity—in performance, relationship, innovation and principles.

Each kind of integrity and energy is already there—it is simply a question of naming it and claiming it.

© 2008 Charles E. Smith. All rights reserved.
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