There are seven lessons in this module as follows:
1. Personal Energy: A Key to Success.
2. 13 Keys to Effective Energy Management
3. 10 Falsehoods about Managing Energy Supply
4. The "Other" Energies. Emotional and Intellectual
5. The Myth of Invincibility
6. The Limits of Stress and Time Management
7. Committing Occupational Suicide
Duration 100 hours
THE REAL ENERGY CRISIS
We are all aware of threats to the world's energy supply (e.g., oil, natural gas, electricity). There clearly has been an ever-increasing impact on the day-to-day lives of hundreds of millions of people. Hammered by demands to be more productive, but frequently experiencing a dwindling supply of resources, work sites more and more often come to resemble battlegrounds where only the fittest and luckiest survive. No occupation is immune. The threat of constant overwork has major implications, not only for the individual workers, but for organizations whose wellbeing depends on the continuing productivity of their employees.
It is becoming more difficult as well to climb up the career ladder. In certain cases even highly qualified and motivated workers may no longer be guaranteed an upward ascent. One reason is that in order to get ahead it is almost always necessary to acquire and develop an array of new skills. This often requires considerable energy expenditures, especially intellectual and often emotional.
The bottom line is as follows: To stay in the race may necessitate working harder, longer, and smarter, thereby leading to increased energy expenditures. The degree to which a person is seen as highly successful or not often depends as much on the amount of personal energy at their disposal as on any other single factor.
How leaders become and remain energized
A decided majority of persons in leadership positions work mainly, if not entirely, to gain positive outcomes. This is in sharp contrast to many individuals at lower levels who work primarily to avoid significant negative outcomes. The former approach definitely tends to be energy-enhancing, while the latter is generally energy-depleting and reduces motivation.
What else tends to characterize high level leaders? They definitely focus on avoiding or, at the least, minimizing negative self-talk. They try to spend little, if any, time engaging in catastrophic thinking or looking at a glass as half empty as opposed to half full. Their thinking tends to be solution- and task-oriented, emphasizing what they and others need to do to effectively meet the challenges at hand. It is decidedly not the case that all CEO types are highly energized, or that they were all "born that way". Rather, the majority have devoted considerable time to learning how to minimize the chances of burnout.
The energy-depleting task/activity that has been cited most often by CEOs is dealing with personnel matters. Approximately fifty percent of those I have worked with specified this as generally the most draining of all their tasks. Nothing else was close. Very few high level leaders report that they commonly run short of intellectual energy, and an even smaller number regularly experience significant depletion of physical energy.
Tutors and Course Developers
Dr. Mark L. Berman PhD
Dr.Berman is a psychological consultant who operates out of Phoenix, Arizona, USA.
Prior to that he was on the faculty of The Pennsylvania State University and the University of Washington for a number of years.
He has been a member of the American Psychological Association for thirty-two years, and the National Register of Health Service Providers in Psychology for nearly twenty-six years. Dr. Berman has served as a Contributing Editor to Educational Technology, as a Field Reader for the U.S. Office of Education, and as a Manuscript Reviewer for Behavior Therapy and Experimental Psychiatry, as well as the Journal of Applied Behavior Analysis. His professional interests and experiences are widespreead, and include comprehensive psychotherapy, evaluations of persons from ages four through ninety, and personal energy management. His fifth book is due for publication this coming Spring, and he has more than sixty articles, invited chapters, etc
Geoff Potter M.Psych
A leading Australian counsellor and psychologist, with over 20 years of experience in the profession. Geoff is a renowned expert with an international reputation in disability psychology.
Tracey Jones B.Sc. (Hons) (Psychology), M.Soc.Sc (social work), DipSW (social work), PGCE (Education), PGD (Learning Disability Studies).
Tracey has around 15 years experience within the psychology and social work field, particularly working with people with learning disabilities. She is also qualified as a teacher and now teaches psychology and social work related subjects.
She is a book reviewer for the British Journal of Social Work. Tracey has also written a text book on Psychology and has had several short stories published