Return on Energy: The Leadership Metric You Might Be Overlooking

by Dr. Denise A. Trudeau Poskas

In the business world, return on investment (ROI) is a constant benchmark. Leaders and entrepreneurs are always asking: Will this yield a worthwhile return? We evaluate ROI in terms of time, money, relationships, and ultimately, freedom. We consider, is this task I’m proposing aligned with my goals? If not, we delegate or redirect the opportunity to someone better suited.

But there’s another metric that deserves equal weight in leadership decision-making: Return on Energy (ROE). ROI quantifies results, whereas ROE focuses on the quality of the energy you invest and retain. It’s about asking not just will this be worth it, but also will I have the energy to show up at my best mentally, emotionally and physically?

The Neuroscience of Energy and Decision-Making

Most entrepreneurs and leaders operate from a place of urgency, often unknowingly driven by the fight-or-flight response. This stress response is rooted in the amygdala, the brain’s fear center, which prioritizes survival over strategy. In this mode, decisions tend to be reactive, communication suffers, and energy depletes quickly.

To make more effective decisions and preserve energy leaders must shift into the prefrontal cortex, the part of the brain responsible for calm, strategic thinking, and long-term planning. This is where leadership thrives. From here, we can respond instead of react, collaborate instead of control, and lead instead of merely manage.

Managing Inner Dialogue to Fuel Return on Energy

Energy is also shaped by the inner dialogue we carry. Most high-performing leaders have an active inner critic: a voice that pushes for perfection and amplifies self-doubt. But rather than trying to silence this voice, successful leaders practice dynamic self-observation: noticing inner thoughts without internalizing them.

Using statements like “I notice I’m feeling anxious about this presentation” instead of “I’m bad at presenting” creates space between your thoughts and your identity. This small shift conserves energy by reducing emotional reactivity and increasing resilience.

Common ROE Destroyers and How to Avoid Them

Even the most self-aware leaders can unknowingly drain their energy. Here are three of the most common ROE killers:

1. Overcommitting: There's a persistent myth in leadership: If we don’t do everything, we’re not doing enough. But in reality, quality always trumps quantity. Overcommitting spreads focus too thin, leading to exhaustion and underperformance. Instead, create a clear decision filter for opportunities. If it’s not a strong yes, consider it a no.

   
   

2. Micromanaging: Leaders often feel the urge to control every detail, but micromanaging is a major energy drain for both you and your team. Build systems for effective delegation. Trust your people and let go of tasks that don’t require your direct involvement. The payoff: more time, more trust, and more energy to lead where you’re needed most.

   
   

3. Constant Task Switching: Multitasking feels productive, but neuroscience shows it can drain up to 20% of brain glucose per hour. Instead, practice time chunking—dedicated, uninterrupted blocks of time for like-tasks. You'll think more clearly, get more done, and finish the day with energy to spare (Rubinstein, et al., 2001).

   
   

Building Your ROE Filter

One of the most empowering tools a leader can develop is a personal ROE filter. Before saying yes to a new commitment, ask yourself:

• Will this energize or drain me?

• Is this aligned with my highest value and vision?

• Am I saying yes out of fear, obligation, or genuine excitement?

  
  

The more you ask these questions, the easier it becomes to make high-quality, high-energy decisions.

Final Thoughts

ROI will always matter, but it’s incomplete without ROE. Leaders who protect their energy make better decisions, lead with greater presence, and create sustainable impact. By shifting from reactivity to intentionality, observing your internal world without judgment, and eliminating unnecessary drains, you set yourself, and your team, up to thrive.

The best return on your leadership isn’t just what you build. It’s how you feel while building it.

Source:

Rubinstein, J. S., Meyer, D. E., & Evans, J. E. (2001). Executive control of cognitive processes in task switching, Psychological Bulletin, 127(1), 63–82. DOI: https://doi.org/10.1037/0033-2909.127.1.63

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Copyright © 2025 Dr. Denise A. Trudeau Poskas of Blue Egg Leadership, LLC. All rights reserved.