Coaching practices for The Energy Audit at Work
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The Energy Audit at Work, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- There’s a low-grade resentment and worry I carry around all day, and by evening I’m wiped out even though I didn’t physically do much
- I know I should stop and recover, but in the moment deciding to actually do it feels like one more thing, so I just keep grinding and the break never happens
- I know I’m running on empty but I genuinely can’t tell what kind of empty — is it my body, my mood, my focus, or that I’ve lost the thread of why any of this matters?
- I keep trying to think and discipline my way out of feeling reactive and foggy, and it never works
- I finally tracked my time and now I’m staring at the numbers
Practices that may help
- The Energy Audit
Loehr and Schwartz argue that high performance is fundamentally an energy management problem, not a time management problem: you have four energy reservoirs — physical, emotional, mental, and spiritual — and sustained performance requires both spending and renewing each. The framework is a compelling clinical synthesis; direct RCT evidence for the four-quadrant model itself is limited. - Identify and shift emotional energy drains
Chronic negative emotions are not just unpleasant — they are metabolic and cognitive loads that drain performance capacity.
The Energy Audit - Build energy rituals that automate oscillation
Small, precise routines at transition points remove the decision cost of shifting between engagement and recovery.
The Energy Audit - Run a four-quadrant energy audit
Map your current physical, emotional, mental, and spiritual energy levels honestly before intervening in any one dimension.
The Energy Audit - Treat physical energy as the foundation of all other dimensions
Sleep, movement, and nutrition are not separate wellness items — they are the substrate that makes emotional, mental, and spiritual energy possible.
The Energy Audit - Analyze your log for patterns and surprises
After logging, find the two or three surprising facts — not the obvious ones.
The Time Audit - The Time Audit
Laura Vanderkam argues that most people do not have a time shortage but a time-awareness problem: they underestimate how much discretionary time exists in 168 weekly hours. A time audit — tracking actual time use for a week — almost always reveals significant gaps between perceived and actual allocation, which is the foundation for intentional redesign. The method is straightforward; the hard part is using what you find. - Energy Management, Not Time Management
Tony Schwartz and Jim Loehr’s framework argues that performance depends not on managing minutes but on managing physical, emotional, mental, and spiritual energy — and that oscillating between stress and recovery at each dimension is what sustains high performance, not grinding longer. The framework is practitioner-developed and widely used in corporate coaching; specific practices (sleep, recovery rituals, purpose alignment) have independent research support at varying evidence levels. - Manage all four energy dimensions: physical, emotional, mental, spiritual
Treat energy as the fundamental performance resource — not time, effort, or technique.
The Ideal Performance State, Made Practical - Build rhythmic oscillation between stress and recovery
High performance is not sustained effort — it is deliberate alternation between full engagement and full recovery.
The Energy Audit
Related concerns
- The Energy Audit During A Big Change
Loehr and Schwartz argue that high performance is fundamentally an energy management problem, not a time management problem: you have four energy reservoirs — physical, emotional, mental, and spiritual — and sustained performance requires both spending and renewing each. The framework is a compelling clinical synthesis; direct RCT evidence for the four-quadrant model itself is limited.
- The Energy Audit When Burned Out
Loehr and Schwartz argue that high performance is fundamentally an energy management problem, not a time management problem: you have four energy reservoirs — physical, emotional, mental, and spiritual — and sustained performance requires both spending and renewing each. The framework is a compelling clinical synthesis; direct RCT evidence for the four-quadrant model itself is limited.
- The Energy Audit With My Team
Loehr and Schwartz argue that high performance is fundamentally an energy management problem, not a time management problem: you have four energy reservoirs — physical, emotional, mental, and spiritual — and sustained performance requires both spending and renewing each. The framework is a compelling clinical synthesis; direct RCT evidence for the four-quadrant model itself is limited.
- Energy Management Assessment
Loehr and Schwartz argue that high performance is fundamentally an energy management problem, not a time management problem: you have four energy reservoirs — physical, emotional, mental, and spiritual — and sustained performance requires both spending and renewing each. The framework is a compelling clinical synthesis; direct RCT evidence for the four-quadrant model itself is limited.
- Energy Management At Work
Tony Schwartz and Jim Loehr’s framework argues that performance depends not on managing minutes but on managing physical, emotional, mental, and spiritual energy — and that oscillating between stress and recovery at each dimension is what sustains high performance, not grinding longer. The framework is practitioner-developed and widely used in corporate coaching; specific practices (sleep, recovery rituals, purpose alignment) have independent research support at varying evidence levels.
- Energy Management Audit
Loehr and Schwartz argue that high performance is fundamentally an energy management problem, not a time management problem: you have four energy reservoirs — physical, emotional, mental, and spiritual — and sustained performance requires both spending and renewing each. The framework is a compelling clinical synthesis; direct RCT evidence for the four-quadrant model itself is limited.
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