Leaders lack serious business tools for managing energy across their organization. Successful organizations already know how to manage and scale the tangible part of business: finance, staff, product, technology, sales, marketing... 

However, despite elaborate business management tools, a significant part of employees’ energy is still being depleted or overextended, whether consciously or subconsciously.

This occurs in various dimensions: dwelling on the past (unfinished obligations, missteps, traumas), worrying about the future (hesitations, negative projections, limiting beliefs, time pressure), navigating relationships (self- justifications, disagreements, conflicts, cultural clashes), and in the current state of being (insecurities, stress, extrinsic motivation, busyness, burnout).

As a result, far more time, capital and opportunity costs are imposed on owners, shareholders and stakeholders, than needed. Better technology does not solve for these human inefficiencies—it simply potentiates them.

The dynamics of human energy within a business are dense, quick, and influential, yet often remain unnoticed and unmanaged.

This lack of attention to the human energy factor leads to failures in meeting targets and a fear of failure that hampers both organizational performance and its positive effect on society. Leaders and employees alike need to develop the skills to manage and scale human energy effectively, recognizing it as an essential factor in material business success.

The management focus is shifting from time and money to human energy, recognizing it as the fundamental resource that directly influences financial and temporal resources.

An organization with high energy availability achieves its goals more efficiently, while low energy availability leads to inefficiency, regardless of time and money management strategies. To realize these benefits, it's crucial to track, manage, and strategically utilize human energy, treating it with the same importance as other organizational resources.