he top echelon demonstrate consistent leadership that are visible to their people. Today, in most large companies, half the available energy remains untapped. Effective leaders act as the catalysts when they provide the proper stimuli. But the catalytic role in high-performance organisations is not restricted to those in the top management. The real Physicists tell us that energy cannot be created or destroyed and that all masses already have large quantities of energy stored in them. Vast amounts of energy exist in any organisation. However, the organisation’s energy is dormant waiting to be harnessed and released by the correct stimulus.

Organisations also have the potential to tap a special kind of energy that is released when the staff take on risks and challenges. People experience this energy in the form of exhilaration, enthusiasm, vitality and a sense of urgency. This charged-up one’s entire being creating the desire to excel, to win, and to belong.

The creation of corporate energy involves everyone in the organisation. Every employee has a part to play regardless of location and division. It springs from something deep inside each person, which causes them to work enthusiastically, with their hearts and heads as well as their hands. Corporate energy drives employee commitment to rendering superb service. They must be empowered to change the course of events for the better if necessary. When the vitality of an organisation’s people is focused and applied collectively, almost anything can be accomplished.

Corporate energy not only fuels organisations to grow spectacularly during good times but also grants them the inner strength to endure and survive the bad. It is garnered and unleashed when a few people at the top echelon demonstrate consistent leadership that are visible to their people. Today, in most large companies, half the available energy remains untapped. Effective leaders act as the catalysts when they provide the proper stimuli. But the catalytic role in high-performance organisations is not restricted to those in the top management. The real

al kind of energy that is released when the staff take on risks and challenges. People experience this energy in the form of exhilaration, enthusiasm, vitality and a sense of urgency. This charged-up one’s entire being creating the desire to excel, to win, and to belong.

The creation of corporate energy involves everyone in the organisation. Every employee has a part to play regardless of location and division. It springs from something deep inside each person, which causes them to work enthusiastically, with their hearts and heads as well as their hands. Corporate energy drives employee commitment to rendering superb service. They must be empowered to change the course of events for the better if necessary. When the vitality of an organisation’s people is focused and applied collectively, almost anything can be accomplished.

Corporate energy not only fuels organisations to grow spectacularly during good times but also grants them the inner strength to endure and survive the bad. It is garnered and unleashed when a few people at the top echelon demonstrate consistent leadership that are visible to their people. Today, in most large companies, half the available energy remains untapped. Effective leaders act as the catalysts when they provide the proper stimuli. But the catalytic role in high-performance organisations is not restricted to those in the top management. The real

y employee has a part to play regardless of location and division. It springs from something deep inside each person, which causes them to work enthusiastically, with their hearts and heads as well as their hands. Corporate energy drives employee commitment to rendering superb service. They must be empowered to change the course of events for the better if necessary. When the vitality of an organisation’s people is focused and applied collectively, almost anything can be accomplished.

Corporate energy not only fuels organisations to grow spectacularly during good times but also grants them the inner strength to endure and survive the bad. It is garnered and unleashed when a few people at the top echelon demonstrate consistent leadership that are visible to their people. Today, in most large companies, half the available energy remains untapped. Effective leaders act as the catalysts when they provide the proper stimuli. But the catalytic role in high-performance organisations is not restricted to those in the top management. The real

etter if necessary. When the vitality of an organisation’s people is focused and applied collectively, almost anything can be accomplished.

Corporate energy not only fuels organisations to grow spectacularly during good times but also grants them the inner strength to endure and survive the bad. It is garnered and unleashed when a few people at the top echelon demonstrate consistent leadership that are visible to their people. Today, in most large companies, half the available energy remains untapped. Effective leaders act as the catalysts when they provide the proper stimuli. But the catalytic role in high-performance organisations is not restricted to those in the top management. The real

he top echelon demonstrate consistent leadership that are visible to their people. Today, in most large companies, half the available energy remains untapped. Effective leaders act as the catalysts when they provide the proper stimuli. But the catalytic role in high-performance organisations is not restricted to those in the top management. The real magic happens when leaders ensure that the catalytic agents are dispersed throughout the organisation. However, if the initial impetus is missing from the top, it will be prevented from generating energy in the organisation. A chain reaction can start in a single division, branch or work team.

What organisations need most to triumph in today’s fast-paced marketplace is people who possess skills that empower others; leaders who know how to inspire workers to aggressively seek out and seize opportunities that will enable their organisation to surpass the competition; leaders who can help others visualise potential solutions, not just problems; people who motivate others to rise above the status quo, envision greater possibilities and constantly propel the organisation toward a preferred future.

Senior managers often unwittingly diffuse instead of aspire, confuse rather than inspire. Successful organisational performance seems to go hand in hand with people being active and having fun at work. Many managers genuinely believe that when employees are having fun at the job, they are goofing off. Unfortunately, they believe that their role is to keep everyone tightened up.

An interesting measure of corporate enthusiasm and energy is the parking lot. In an organisation where there is a lot of energy, the parking lots are full even on weekends. The employees are so charged up that