ganization who contributes to the collective energy and
culture of it. In turn this collective energy influences each
person’s energy in the organization creating a perpetual
cycle of positive energy or negative energy. So when
people ask me what my company’s most important asset
is I tell them it is energy. Not gas or oil, I say but the peo-
ple and the energy they bring to their work. And this pos-
itive energy is what makes us successful.”
“The numbers don’t lie,” Marty said always looking
to add research to the discussion. “Daniel Goleman, au-
thor of Emotional Intelligence(Bloomsbury, 1996; Ban-
tam, 1997), explains that a positive company with a
positive corporate culture will outperform their nega-
tive counterparts every time. It’s also important to note
that if you would invest in the companies voted the
best places to work, where people are full of positive
energy and enthusiasm, you would significantly outper-
form the stock market averages. So it appears that a
positive culture is also good for revenue and the bot-
tom line.”
“You hear that?” Joy said. “It’s all about energy,
George. What’s been missing is enthusiasm. The most
successful teams have it; every team wants it but very few
have it. And it starts with you. When you have it, they’ll
have it. When you get energized, they’ll get energized. So
it’s time to take your energy meter to the next level. Are
you ready, George?”
“YesI am!” He was fired up and ready to take action.
The bus was a few miles away from his office but he felt
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Chief Energy Officer