FOOD FOR THOUGHT
A tool to maximize impact and energy
- The art of taking on the right role to feel energized, increase your impact, and engage your ecosystem.
Combine your impact and well-being by simply and fully being yourself—a challenge that our society has made so difficult. Who hasn't heard the refrain , "No pain, no gain"? A sly melody that still haunts me sometimes.
What if we could do things differently? What if we could have a positive impact on our ecosystems while having fun? What if managing your energy could multiply your impact? It's possible.
Imagine a scenario in which Lola is recognized within her organization as someone on the rise. And yet, she is on the verge of burnout. Why is that? Because 70% of her time is spent on tasks that make a difference, but that are draining her energy. She is in charge of monitoring her company’s “zero-carbon” plan. She does it well. It is rewarding. But after each day spent working on her Excel spreadsheet, she is exhausted and discouraged. The remaining 30% of her time is divided between low-impact entertainment and tasks that are neither urgent nor important. Only one or two innovative operational projects are close to her heart. Not much fun. However, it is thanks to this realization that, within a year, she manages to completely reverse the balance.
How does she do it? By following three steps:
She asks herself what role she truly wants to play in supporting her company’s ecological transformation. The challenge is not so much to know what recognition would come with it, but rather what joy, well-being, and sense of fulfillment would result from it.
Once she is clear about what she truly enjoys, she is able to delegate the right task to the right person—someone who excels at it. This results in a win-win situation: it empowers her network and reduces the activities that drain her energy.
Finally, she restores a balance among all her activities in order to better support her ambition to be a changemaker.
The result?
More impact because of more energy.
She has a greater influence on her ecosystem because of her increased radiance.
Take action to bring about change
1 - Evaluate the breakdown of your activities using the following grid:
Based on a Positive Intelligence Module by Shirzad Chamine
2 - Ask yourself: What role and actions energize me and have a strong impact on my ecosystem? What can I do to be fully engaged in this role on a daily basis?
3 - Identify who would be in their zone of genius when doing the activities you want to delegate and/or avoid. How can you surround yourself with these people? If you can’t delegate, how can you reduce the drain on your energy while doing it?
"Thereis never enough time to do everything, but there is always enough time to do the most important thing."
And the most important thing should be the one that resonates with you, based on its impact, your talents, and your energy level!
Keep an eye out for the next article on leadership styles that will motivate people to follow you!
Do you want to become the leader you envision for the world you hope to see? Do you want to accelerate your ecosystem’s commitment to the change you hope for? Contact me! Here is a link to an exploratory call and the form to further elaborate on your ambitions and challenges: English
A tool for optimizing impact and energy
- The art of taking on the right role to feel energized, increase your impact, and engage your network.
Combining impact and well-being by simply and fully being yourself. A challenge that our society has completely undermined. Who hasn’t heard the refrain “no pain, no gain” (basically, you have to suffer to succeed)? It’s an insidious refrain that still haunts me sometimes.
What if we could do things differently? What if we could have a positive impact on our ecosystems while having fun? What if taking care of our energy multiplied our impact? It’s possible.
Imagine Lola. Lola is in charge of overseeing her company’s “zero-carbon” plan. She’s well-regarded within her organization. She’s even on the fast track to promotion. Yet she’s on the verge of burnout. Why? Because 70% of her time is devoted to tasks that, while impactful, are draining for her. She does them well. Her expertise is valued. But after each day spent poring over her Excel spreadsheet, she’s exhausted and discouraged. The remaining 30% of her time is split between low-impact distractions and tasks that are neither urgent nor important. Only two innovative operational projects are truly close to her heart. Not very fun. That said, it was thanks to this realization that, within a year, she managed to completely turn the tables.
How? By following three steps:
She is simply asking herself what role she truly wants to play in supporting her company’s ecological transformation. The issue is not so much about what recognition will come with it, but rather what sense of fulfillment, well-being, and alignment would result from it.
Once she has a clear understanding of what truly brings her joy, she assigns the right task to the right person. In doing so, she empowers and motivates the people in her ecosystem while reducing the things that drain her energy. It’s a win-win situation.
Ultimately, she restores a balance among her various activities to align them with her ambition to be an agent of change, her day-to-day actions, and her energy level.
The result?
Greater impact because of more energy,
He no longer has influence over his colleagues because he no longer has the same reach.
Taking Action for Change
1 - Assess the distribution of your activities based on the framework below:
Inspired by a Positive Intelligence module by Shirzad Chamine
2 - Ask yourself: What role and actions energize me and have a significant impact on my ecosystem? What can I do to fully embrace this role every day?
3 - Look around you: Who might be in their zone of genius when doing the activities you want to delegate and/or avoid? How can you surround yourself with these people? If you can’t delegate, how can you reduce the drain on your energy by doing it yourself?
“‘There’s never enough time to do everything, but there’s always enough time to do the most important thing .’ ”
The most important thing should be what you feel aligned with. How can you tell? Assess what that action entails in terms of its impact, how it draws on your talents, and your energy level…
Keep an eye out for the next article on leadership styles that will motivate people to follow you!
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
Sense of Legitimacy and Change Makers
"You know, Nina, I'm not sure I fit in. I'm afraid I won't live up to their expectations. Who am I to lead this project? I want to engage my ecosystem to transform my organization. I want our products to have the least possible negative impact on the environment and society. I want to rethink how we view business success. I'm not an expert. I talk about social and environmental justice, but what do I actually know about it?"
Many of my interactions with my colleagues and clients go something like this. In such cases, my heart and mind are bursting with anger and outrage. The voice in my head says, “But OF COURSE you’re the right person to start this movement and help change the system and its ways!” I know that’s a nice thing to say, but its impact is small and short-lived. How can I get others to believe in themselves? How do I overcome that darn imposter syndrome that I’ve felt so often?
At the risk of disappointing you, there is no magic wand. But here’s one inner truth: you are the right choice simply by being yourself. No one can save the world—least of all on their own. However, as a changemaker, you can make a difference simply by acting in accordance with your vision, your power, your joy, and your circle of allies.
As Isabelle, an inspiring and empowering coach, said: "Legitimacy is the confidence you have in yourself. Self-confidence is an inner reservoir."
Let’s [start to] stop waiting for external approval, which is nice to have but is often a leaky basket of expectations. Let’s take a deep breath and transform this dread of “Do I have the right? Can I? Am I capable of launching this movement for change?” into “It’s time to become the leader I want to be, for the world I envision.”
Taking Action Toward Your Change
Write on paper or on your phone—list at least three of each of the following:
Studies and training programs that provided you with insights or tools to act as a change-maker,
Experiences, successes, and failures that have helped you learn a thing or two about leading change within a given system,
Skills you use so easily that you may have underestimated their value,
The people around you, whether near or far (e.g., a team, a mentor, a friend, podcasts, or books). These resources will support you on your journey.
All of these elements contribute to your “reserve of confidence” and, therefore, to your sense of legitimacy.
Do you really want to squander your fuel of confidence? Is the world such a perfect place that you can avoid doing your part? It is by doing your part, in your own way, that you build your legitimacy. So let me ask you: What role do you want to play in the world today?
In the next article, we'll explore the role you can play in engaging those around you in this systemic change. In the meantime, share your ideas and insights in the comments or by contacting me directly!
“‘Forevil to triumph, all it needs is the inaction of good people.’”
Do you want to become the leader you envision for the world you hope to see? Do you want to accelerate your ecosystem’s commitment to the change you hope for? Contact me! Here is a link to an exploratory call and the form to further elaborate on your ambitions and challenges: English
Your mindset can expand your sphere of influence
The way you engage people in the change you hope to bring about in the world will vary greatly depending on whether you think they are “uneducated,” “lost,” “disingenuous,” “dangerous,” or, on the contrary, “intelligent,” “sharp,” “capable,” and “more competent” than you in some areas.
Liz Wiseman and Greg McKeown’s book,*Multipliers: How the Best Leaders Make Everyone Smarter*, sparked valuable reflections for leaders. It offers insights for changemakers striving for individual and organizational transformation toward a more resilient, grounded, nature-centered, and humanistic world.
Who am I? A diminisher or a multiplier?
According to Wiseman and McKeown, there are two types of leaders:
“The first type drains intelligence, energy, and ability from the people around them and always needs to be the smartest person in the room. These are the diminishers”
(...) At the other end of the spectrum are leaders who use their intelligence to enhance the capabilities of those around them. These are the Multipliers.”
It seems pretty straightforward and easy, right?
Well, spoiler alert: the distinction is much more subtle than it seems. Depending on the context and our stress level, we can all act as "diminishers" or "multipliers." Often, "diminishers" don't act this way on purpose.
To overcome internal resistance, I am willing to be vulnerable (believe me, this is uncomfortable) by sharing my own struggles and discoveries:
I remember feeling encouraged when I discovered behaviors, stories, and tools that empowered me to continue acting as a catalyst for change in my organization and within my team.
Yet, I also remember how frustrated and ashamed I felt when I saw the results of the multipliers’ quiz: “You may unintentionally act as a diminisher.”
For example, I discovered that one of my key strengths—my creativity, also known as the “Idea Fountain Tendency”—could potentially cause organizational turmoil.
If my intention was to add value and spark ideas in others, it might also overwhelm them to the point of causing them to shut down.
What a shock to me! After years of leadership training, I thought people should build on their strengths rather than focus on their weaknesses!
Taking Action Toward Change
After taking a deep breath, the coach in me was able to reconnect with my growth mindset. I therefore looked for tips on how to navigate such risks and make the most of my strengths.
This anecdote shows that the issue of "multipliers" versus "diminishers" requires more attention than it might seem. It also highlights the risk of dichotomies such as "it's black or white."
So, with that in mind, what can you do to act as a catalyst for change?
First, I invite you to take the quiz.
Take the time to embrace these insights. They are merely a guide, not an absolute truth. That said, they may hold valuable lessons that can help you grow and make an impact.
Next, start paying attention to your mindset and try out some of their practical tips to change your behavior!
Last but not least, stay tuned (sign up for the newsletter if you haven't already) for the next chapter in the series!!! We'll explore ways to position yourself as a "change multiplier" to engage your ecosystem!
“Bean encourager—the world has enough critics already.”
Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like support in becoming the leader you want to be for the world you envision, contact me! Here’s a form to help you further explore your ambitions and challenges: English
Your mindset can expand your sphere of influence
The way you engage others in support of the change you hope to see in the world depends largely on your perception. You’ll act differently depending on whether you think you’re dealing with people who are “uneducated,” “lost,” “dishonest,” or “dangerous,” or, on the contrary, with individuals who are “intelligent,” “knowledgeable,” “capable,” and “more competent than you” in certain areas.
The book by Liz Wiseman and Greg McKeown titled "Multipliers: How the Best Leaders Make Everyone Smarter” (Multipliers: How the Best Leaders Make Everyone Smarter) is enlightening for leaders. I find that it also offers insights for change agents striving to transform individuals and organizations toward a more resilient, more sustainable, more nature-centered, and more humanistic world.
Who am I? A “diminisher” or a “multiplier”?
According to Wiseman and McKeown, there are two types of leaders:
"The first type drains the intelligence, energy, and abilities of those around them and always needs to be the smartest person in the room." These are the “diminushers.”
(...) At the other end of the spectrum are leaders who use their intelligence to amplify the capabilities of those around them.” These are the “multipliers.”
Translation by Deepl.com
That sounds pretty simple and easy, doesn't it? I imagine that most people reading this distinction consider themselves to be the second type of leader.
Well, listen up. Here’s a revelation. The distinction is much more subtle than it seems. Depending on the context and our stress levels, we can all act as “diminishers” or “multipliers.” In fact, those who diminish others often don’t do so intentionally.
To defuse any internal resistance, I’m willing to show vulnerability (believe me, it’s uncomfortable) by sharing my own struggles and discoveries:
I remember feeling inspired while reading this book. I discovered behaviors, stories, and tools that enabled me to continue serving as a catalyst for change in my organization and within my team.
Still, I also remember the frustration and shame I felt when I saw the results of the online quiz: “You may accidentally come across as a ‘diminisher.’”
For example, I discovered that one of my greatest strengths—my creativity (what they call the “idea-generating tendency”)—could give my organization a real boost.
While my intention was to add value and spark new ideas in others, this energy could also overwhelm the people I was talking to and cause them to withdraw into themselves.
What a shock! After years of training in leadership and coaching, I thought people were supposed to build on their strengths rather than focus on their weaknesses! Should we doubt our strengths? Should we be paranoid every time we say or do something?
Take Action to Bring About Change
After processing this news, the coach in me was able to reconnect with my “growth mindset.” I realized that it was about channeling my strengths effectively to serve my ecosystem—not stifle it. I looked for ways to mitigate these risks and make the most of my talents.
This anecdote is meant to show you that the issue of “multipliers” versus “diminishers” requires more attention than it might seem at first glance. It’s also meant to highlight the risk of “black-and-white” dichotomies.
So, now that this point has been clarified, what can we do to act effectively as a “change multiplier”?
First, I invite you to fill out the questionnaire.
Take the time to reflect on the results. This is merely a framework for interpretation, not an absolute truth. That said, it may hold valuable insights for your growth and impact.
Next, start observing your state of mind and try out some of their practical tips to boost your impact!
Finally, and most importantly, keep an eye out (and sign up for the newsletter if you haven’t already) for the next chapter in the series!! We’ll explore ways to position yourself as a “change multiplier” to engage your ecosystem!
"Encourageothers—the world already has enough naysayers."
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.