Energy givers and energy takers: a case study

Energy givers and energy takers: a case study

In the past two decades, we spoke to countless professionals on how to remain energized and happy in their job. Tasks are ever changing, companies change and people change as well. So a perfectly fitting job can over time lose fit. And most of the time this happens without you noticing it. So how do you keep in check what aspects of your work gives you energy, and what takes it instead?

This month we will be looking at a project we did with a large back office department of the local government. Most employees had been working there for more than ten years, and surveys showed that motivation had been dropping the last couple of years. On an individual basis, we looked at what still gave them energy and what drained it from them.

So we:

  • Did a digital survey to check how aware they were with their own wishes, ambitions, passions and current work situation.
  • We discussed the results with all employees individually in a coaching session.
  • During that coaching session, we looked at the specific outcomes of the test, and help them set a path to understand where their own energy givers where, and what drained it from them.
  • With e-coaching we helped them to find out what they liked, what they didn’t and what made a great day for them, or made them exhausted at the end of the day.
  • After a month, we did our second individual coaching session to discuss all the findings, and what they meant.
  • We put this in an action plan depending on the results. Some employees realised again that they were perfectly happy at their current job. But some found out that they ignored some aspects of their work or work-environment which hold them back.
  • These results were presented to the manager with the coach present. So, the employees themselves could discuss what they needed to feel fully energized again.
  • After 4 months, we did a survey to see what the results were of the tests and coaching’s.

After 4 months, a large part of the department felt more empowered. They felt heard by general management and felt safe to discuss what they needed to deliver the best work they could bring to the workfloor. It was a start of a more open communication culture where you could communicate what you liked or didn’t in your work.

The manager was very happy with the results. With almost all employees she had open & honest conversations about work, and what it meant for them. She felt that her team was better motivated, even after 4 months.


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