How To Become An Energizer In Groups

I’m participating in Seth Godin’s Marketing Seminar with a lot of other individuals. It expands on his book This Is Marketing. I’ve been reading his blog and books about modern marketing for years. Similar to good marketing practices, influence and persuasion for change are crucial to leadership.

The seminar is designed so that the value we get is dependent on the exchanges we have with our peers. For me, it’s also a laboratory to observe what people do to help each other break through impasses and nudge their peers in the cohort to go further in their thinking.

That behaviour is called energizing and the people who do it are “energizers”, a term Rob Cross writes about. Whether they have the title of leader or not, energizers are informal leaders. They earn their following because people enjoy asking for their view, and many of their ideas are adopted and because of how they make people feel. Knowing how to energize others is valuable wherever we work interdependently with others.

An Energizer’s Impact

Energizers are vital because they encourage greatness, are able to clear the way to see what’s possible and spark others into action. When I work with energizers I often put more discretionary effort into my work. I aim higher and do more because I see that someone cares about what I do, whether or not they share my particular interests and change objectives. They view what I’m doing is important, and they offer me their attention and encouragement in return.

It’s exciting to be in a group with energizers because their energy spreads and others adopt the same behaviours. This serves to strengthen group performance. It’s easy to understand why.

The Skills Energizers Do Well

  • They show up as positive people champions. They may express themselves as persistently invested in engaging with another person and their success. They also might energize by inviting others to think more broadly and more boldly.
  • They ask compelling questions. I’ve observed that people can ask any question on their mind, generate impossible ideas they want to discuss or pull the conversation to where they want it to go without regard for someone’s forward movement. That approach can miss the mark.

What energizers do well is ask compelling questions that are rooted in what the other person needs. For example, a good question turns your focus on the person’s situation or challenge fully. It doesn’t offer a judgement about what you consider to be good or not so good. Also, energizers ask questions that are stripped down. Too many times, a question is really two or three questions embedded in one. That isn’t as effective because the other person can become unclear about what you’re asking. You also flatten the power of the question by lengthening it.

  • Their view of the future is rooted in reality. With every interaction, energizers show that they care enough to contribute and be helpful, not serve as a distraction.
  • They regularly make introductions between people. Energizers link people together either because they are working through the same problem, or they know one person who could help the other. They are super connectors.
  • They are magnificently responsive. They don’t typically bottleneck decisions. Their responsiveness is exciting.

Cultivating A Culture That Promotes Energizers

So how do we create a climate where energizers proliferate? As leaders, we have the opportunity to design group gatherings to deliberately promote energizing behaviours as the group norm.

I lead a group series called Give & Get, for leaders across functions. As the name suggests, participants are guided in an activity to problem solve together, build trust and generate better solutions. They behave as energizers because it’s built into the design of the unique group gathering. You don’t need to have a close relationship with someone to energize them. Energizing behaviours themselves facilitate trust.

In the book The Art of Gathering, Priya Parker discourages people who lead gatherings of any type from being what she calls ‘chill hosts’. She goes on to describe situations in which hosts abdicate their role with the purpose of creating a power-free dynamic, though that’s not what actually happens. Power remains, and confusion sets in.

Who Gets To Be An Energizer?

You might marvel at where energizers get their energy. To find the source of it, we can learn from an outstanding musical performer Jimi Hendrix. At Woodstock, band drummer Mitch Mitchell, having never performed in front of a large crowd before, looked out and the audience and was overwhelmed by the sea of people in front of them. That’s when Hendrix invited the band to focus on the audience’s energy – to take it, use it and then “send” it back. They performed for a full two hours without stopping and closed the festival. Energizers like Hendrix draw from what is around them and recycle energy to others.

Anyone can be an energizer. You don’t need to be a charismatic “rah-rah” extrovert. There are many ways to capture people’s imaginations, create a positive connection, and get people to feel hopeful, leading them to action.

Energizers help us to see how easy it is to affect others, one person or a group at a time. Any of us can energize; it’s easier than you think. Visionary leadership is having people see what’s possible to move them to take action. So many of us are seeking to be sparked.

An earlier version of this article appeared on Forbes.com here.   Credit for the image goes to Park Troopers.

The Informal Influencers That Are Key To Making Change

Are you successful at persuading resisters to change?

If you are a leader with a vision, you aspire to make change happen. Yet leaders often misdirect their efforts communicating the change they envision because they don’t pay enough regard to resisters and the influencers who may be able to enrol them.

Years of mapping interactions among people in organizations tell us that people in informal networks have a bigger impact enabling or blocking change than those with formal authority.

So if that’s the case, how do we identify these influencers, if not by title? Here is a brief list of four types of influencers in your network who you need to know about.

The Experts: Among the most influential are these go-to people who are sought out by many for their expertise, information and advice.

The Energizers: They leave people feeling invigorated after interacting with them by making things happen and fostering an environment of possibility.

The Bridgers or Brokers: They span the gaps across groups.

The Liaisons: They span boundaries without any allegiances.

I’ve played many of these influencing roles in my career and learned how to deal with resisters by facing them. Take, for example, the time when I was working in a large financial services organization. I was asked to meet with several groups to solicit their recommendations for a list of resources that would be an integral part of a large change initiative. I was astonished by the strong resistance from these groups because I expected that they understood our appreciation for their expertise and input. Instead, I faced discord and misunderstandings that originated from years past. The groups had become isolated from one another with little or no contact, and they appeared to be resisting the planned change.

Then, something unexpected happened. I dropped my hard focus on the task and spent time with each of them. Gradually, I developed a connection between them. What I did worked. As an intermediary among the groups (bridging), I lessened the resistance and successfully influenced by inviting them to look at and begin shaping the future (energizing).

Researchers Julie Battilana and Tiziana Casciaro tracked years of change initiatives in Britain’s large National Health Service to find out where change agents should focus their energy in their study, “The Network Secrets of Great Change Agents.” They concluded that developing or deepening relationships with endorsers of the change isn’t necessary. These people are already committed based on the merit of the argument for change, so it doesn’t make a difference if leaders have a lot of interactions with them.

Nevertheless, as an executive coach, I frequently see many changemakers meeting with supporters far more than they need to, burning through the scarce resources of time and energy without a lot of return.

Fence-sitters are different. Innumerable political campaigns have taught us the importance of spending time building relationships with these individuals in our networks because they can tip the balance in favour of the change and in so doing, determine the outcome.

So what can you do with resisters? You could leave them alone, and some do, although it may not be wise because they can actively undermine your efforts.

Anyway, leaders have a responsibility to bring as many people along as possible. According to the above study, staying close to resisters could change their view so that they become endorsers when they understand the change as non-threatening. The probability is low if the change is seen as a threat. This means that gaining insight about the reasons for their resistance is key to taking the right action. That’s why it’s a very good idea right at the start to seek out their views so you can address their objections and be sure to frame the purpose of the change and its execution with them in mind.

Boosting the social interactions of change agents with influencers works with some groups, but not in all cases. Where it won’t make much difference is with the resisters who feel threatened. Focus instead on the fence-sitters, identify the boundary spanners and connect with experts and energizers proactively to seek their input and inform them about the change, persuading them of its urgency.

Formal and informal authority coexist at work, but when it comes to making a change, informal influence can matter more than rank.

A version of this post first appeared on Forbes.com.

Photo credit: Thank you to Pavan Trikutam