The Hidden Currency of Leadership: Energy
Can you remember a time when you witnessed a leader who seemed to manage it all—almost effortlessly?
They were fully present in the conversation at hand. Prepared for the next meeting. Focused on both people and the business. They took time off. They found time to think. Somehow, they made it all look manageable.
You probably watched with a mixture of admiration—and perhaps a little wonder.
Every once in a while I hear a story like this, but they seem less frequent these days, with the pace of change.
How do they do it?
Now think about a time when you were in that zone.
You may have been incredibly busy, but somehow everything seemed to work. You were organized. Focused. Productive. People didn't feel neglected, and the work moved forward. Looking back, what was different? What allowed you to operate at your best?
Balancing it all is hard.
Every leader juggles professional and personal responsibilities, some within our control and many outside of it. Add to that the emotions that accompany leadership—ambition, drive, the desire to stretch ourselves and accomplish meaningful work—while also trying to stay healthy, care for our families, truly listen during conversations, and simply find time to think.
It's a lot.
Several years ago, I conducted a simple exercise with my team.
I handed everyone an index card and asked them to write down something they were exceptionally good at—something that energized them every time they did it. What work made them "dance in the street"? What would they gladly spend more time doing?
Then I asked them to turn the card over.
On the back, they wrote down something they were also very good at—but absolutely dreaded doing. The task that drained their energy. The one they secretly hoped no one would ever ask them to do again. Ironically, it was often the work people continued to assign them because they were so capable.
The first list wasn't especially surprising.
The second one was.
One person admitted she hated planning team events. In fact, she had left a previous job because so much of it involved planning.
"But you're so good at it," we all replied.
"I know," she said laughing. "Please stop asking me to do it."
The person sitting beside her smiled and said, "I love doing that."
We all stared. "Really?"
Another teammate confessed that Excel spreadsheets completely drained them. The rest of us had assumed they enjoyed them because they always did such a great job. Meanwhile, someone else lit up at the mention of spreadsheets.
What we discovered was remarkably simple.
One person's energy-draining work was someone else's favorite part of the job.
With only a few thoughtful adjustments in how we divided responsibilities, we were able to give people more opportunities to work in areas that energized them. The work still got done—but people finished the day with more energy than they started with.
Sometimes the issue isn't simply the number of hours we work—although sometimes it is.
It's also whether we have opportunities to spend at least some of our time doing work that aligns with our strengths and gives us energy. Those passions naturally evolve over time, which is why checking in with your team every so often is a worthwhile leadership practice.
As leaders, we can also look at our own workload differently.
Is there something sitting on your plate that someone else would genuinely enjoy doing? Could delegating it become a development opportunity rather than simply shifting work? Done thoughtfully—not as "here, take this"—it creates space for both people and their energy to grow.
I've also learned something about myself over the years. I used to have a tendency to over-engineer solutions. I would find myself boiling the ocean when what was really needed was a good cup of tea.
One of the most valuable leadership questions I learned to ask is: What is enough?
Without sacrificing quality, what is the solid, thoughtful solution that is enough?
That question helps us manage time, effort, and scope while maintaining momentum.
Creating a sustainable rhythm doesn't happen overnight. It takes practice—and perhaps even more importantly, it takes giving ourselves permission to pause.
For any situation, ask yourself:
What is enough?
What is within my control, and what isn't?
Is there something I can stop doing?
Is there someone who would genuinely enjoy a task that drains my energy?
Leadership isn't simply about managing our calendars.
It's about managing the energy that allows us to show up at our best—for our work, our teams, our families, and ourselves.
Because when leaders protect and invest their energy, everyone around them benefits.
