Coaching practices for The Energy Audit During a Big Change
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For The Energy Audit During a Big Change, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- I’m about to make a big call about my life from a totally drained place
- 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’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’ve got a big move (or a new job) coming up in a couple of months, and I can feel it’s a rare chance to start fresh
- 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
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. - Track your life gauges: work, play, love, health
Monitor how full your "energy tanks" in four life domains are before making a major plan decision.
Odyssey Plans: Designing Three Alternative Futures - 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 - 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 - Identify and anticipate upcoming transition windows
Treat approaching life changes as scheduled opportunities for habit installation — plan before the transition, not after.
The Habit Discontinuity Effect - 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 - Use a life transition to break old environment-behavior links
Major context changes (a move, a new job) create a rare window where old habits are disrupted and new ones are easier to form.
Environment Design for Behavior Change - 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 - 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
Related concerns
- The Energy Audit At Work
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 Overwhelmed
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 As A Caregiver
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 When Starting 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 After A Loss
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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