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The 3 PM Energy Crisis That’s Crushing High-Performing Leaders

By Sénamé Agbossou After 25 years of coaching business owners and executives across Europe and Africa, I've witnessed a troubling pattern that affects even the most successful leaders: the 3 PM energy crash. It's not about caffeine withdrawal or lunch choices. It's something much deeper. The Hidden Struggle of High Performers Last month, I sat across from Elena, a brilliant CEO who had built three successful companies over the past decade. Her latest venture was thriving: revenue growing 40% year-over-year, team of 85 people, industry recognition flowing in. But Elena looked exhausted. "I love what I do," she told me, "but by mid-afternoon, I feel like I'm running on empty. I used to think I just needed better time management or maybe more delegation. But I've tried everything." Elena's story isn't unique. In fact, it's become the norm among the leaders I work with. They're achieving external success while battling internal energy depletion. The Real Problem: Energy Misalignment Here's what I've discovered after working with hundreds of leaders: Your energy isn't broken. You're just using it wrong. Think of it like this: Elena is what I call an "Explorer" energy type: someone naturally energized by innovation, breakthrough thinking, and pioneering new approaches. But as her companies grew, she found herself spending 80% of her time in detailed operational oversight, systematic process management, and routine decision-making. It's like asking a race car to pull a plow. Both are powerful machines, but they're designed for completely different purposes. The Ubuntu Connection In the Ubuntu philosophy, we understand that "I am because we are." Our individual energy affects the collective energy of our teams and organizations. When leaders operate against their natural energy patterns, it doesn't just drain them; it creates ripple effects throughout their entire organization. Teams start to mirror their leader's energy depletion. Innovation stagnates. Decision-making becomes sluggish. The very success that leaders have built becomes the source of their exhaustion. What I've Learned About Energy Patterns Over 25 years, I've identified that work energy follows predictable patterns. The leaders who feel alive at 5 PM while others are burnt out? They've discovered something crucial: their natural work energy pattern and designed their role around it. These leaders understand that: Energy alignment isn't selfish, it’s strategic Sustainable high performance requires working with your nature, not against it When you operate in your energy zone, you elevate everyone around you Common Energy Drains (And What They Reveal) Pay attention to what consistently drains your energy at work: Endless meetings that go nowhere might indicate you're an Explorer type craving innovation over routine discussion. Detailed administrative tasks could signal you're a Driver type built for momentum, not maintenance. Working in isolation for extended periods might mean you're a Connector type who needs collaborative energy. Constant pressure for quick decisions could indicate you're a Sensemaker type who needs time for deep analysis. Surface-level work without deeper meaning might reveal you're wired for strategic thinking and long-term impact. The Path Forward The solution isn't working…

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9 september 2025

Sénamé Publication

The Three Job Types: Why Your Work Energy Affects Everyone (And Why That Actually Matters)

Or: How I Learned to Stop Worrying and Love the Ancient Philosophy That Makes Perfect Sense at Work Picture this: You're at your desk on a Monday morning, staring at your computer screen with the enthusiasm of a sloth doing math. Your coffee has gone cold, your motivation has gone AWOL, and you're wondering if this is what your parents meant when they said "follow your dreams." Well, if that sounds like you, you might be experiencing what I call a "Red Job." And according to Ubuntu philosophy, that's not just your problem. It's everyone's problem. Ubuntu Meets the Modern Workplace: "I Am Because We Work" Ubuntu, the beautiful African philosophy that roughly translates to "I am because we are," suggests that our humanity is interconnected. We exist through our relationships with others. Now, before you roll your eyes and think this is about to get all “Peace, love, and happiness,” hear me out. This ancient wisdom has some seriously practical applications for our modern work lives. Think about it: when you're miserable at work, you're not just ruining your own Monday morning; you’re probably making your colleagues' Mondays a little grayer too. That heavy sigh you let out during the team meeting? That's not just personal expression; that's atmospheric pollution. The Three Colors of Career Energy: A Traffic Light for Your Professional Life Just like traffic lights guide us through intersections without causing total chaos, we can classify jobs into three simple colors that help us navigate our career intersections: 🟢 Green Jobs: The "Hell Yes!" Zone These are the jobs that make you jump out of bed like a caffeinated kangaroo. You know you're in Green Job territory when: You lose track of time (in a good way, not in a "where did my life go?" way) You actually volunteer for projects instead of playing corporate hide-and-seek Your energy levels at 5 PM are higher than most people's at 9 AM You find yourself talking about work at dinner parties (and people don't immediately change the subject) Ubuntu Connection: When you're energized and fulfilled, you become a positive force multiplier. Your enthusiasm is contagious (the good kind, not the flu kind), and you lift up everyone around you. 🟡 Yellow Jobs: The Danger Zone Disguised as "Fine" Ah, Yellow Jobs: the career equivalent of saying "I'm fine" when you're clearly not fine. These jobs are sneaky little devils: They pay the bills without breaking your spirit (initially) You can do them with your brain on autopilot They're not terrible, but they're not exciting either You find yourself saying "It's a job" more often than you'd like The Ubuntu Alert: Yellow Jobs are particularly dangerous because they create what I call "contagious mediocrity." When you're just going through the motions, you're not bringing your full self to the collective. You're like a smartphone running on 30% battery: functional, but not optimal. Warning: Yellow Jobs have a nasty habit of slowly morphing into Red Jobs, like that leftover pizza in your…

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29 augustus 2025

Sénamé Publication

The Contribution Zone: Ubuntu Actualized

"I am because we are." This is what it looks like when Ubuntu comes alive in the workplace. Welcome to the Contribution Zone: levels 8-10 on the Human Potential Meter. Beyond Employees to Owners These are the people who don't just do their jobs, they make everything better. They embody Ubuntu's wisdom: they know that their authentic contribution elevates the entire collective. The Three Contribution Levels Level 8 - The Solid Contributor: Owns their role completely, delivers consistent quality work with minimal oversight. They've developed both the skills and mindset to be truly productive while helping weaker team members improve. Level 9 - The Team Cornerstone: Solves problems independently, inspires trust, elevates others. They've moved beyond personal productivity to actively supporting and elevating the whole team. Level 10 - The Culture Builder: Creates value beyond their role, leads without title, shapes culture. They think strategically about the organization's success and challenge assumptions while bringing others along with their vision. Ubuntu in Action Contribution Zone people understand both "I am" and "we are." They've discovered their natural talents, aligned with their true roles, and contribute with clarity and integrity. They ask Ubuntu's essential question: "How can I contribute in a way that elevates both myself and the organization?" The Multiplier Effect Here's what makes them special: they make your job easier rather than harder. They often help weaker team members improve. Their presence makes everyone more confident and effective. Teams strong in this zone are energizing to lead and can handle whatever challenges come their way. Building Your Contribution Foundation Most successful organizations need more than one Level 10 person, and many unknowingly depend on just one Level 9 person holding everything together. This creates fragility. The goal isn't to have a team full of Level 10s (though that would be nice!). It's to: Protect and partner with your Level 8-10 contributors Give them recognition and influence that matches their contribution Align their growth with your organizational strategy Use them to elevate others on the team Your Ubuntu Journey Remember: this isn't about labeling people or putting them in permanent boxes. It's about recognizing patterns so we can make better choices about support, expectations, and development. People can move between levels based on circumstances, support, and their own commitment to growth. The question Ubuntu leaves us with: "How will you help your team find their true direction so everyone can flourish?" Ready to start mapping your team's potential? Ask for your Human Potential Meter Poster here. Final reflection: What would change in your organization if everyone operated from their natural contribution zone?

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27 augustus 2025

Sénamé Publication

The Drift Zone: Ubuntu Without Direction

They're loyal. They're stable. They don't cause problems. And they're quietly limiting your team's potential. Welcome to the Drift Zone: levels 5-7 on the Human Potential Meter. The Hidden Danger These are often the people you like having around. They care about the team, follow directions, and seem stable. But here's what Ubuntu teaches us: caring about the collective without knowing how to contribute authentically creates a different kind of energy drain. The Three Drift Patterns Level 5 - The Task Follower: Shows up, does exactly what's asked, waits for the next instruction. They've learned to avoid responsibility by never taking initiative. Level 6 - The Reliable Helper: Consistent and supportive, but needs guidance for ownership. They're valuable support but can't carry projects or make decisions independently. Level 7 - The Comfort Zone Performer: Excellent work as long as everything stays familiar and predictable. When challenges arise, they need extra support right when you need them to step up. Ubuntu Without Compass From an Ubuntu perspective, Drift Zone people understand "we" but have lost touch with "I am." They care about collective success but haven't discovered their unique contribution to it. The hidden cost? Teams heavy with Drift Zone people feel comfortable but struggle to innovate, handle challenges, or drive improvement. Everything depends on someone else constantly directing the action. The Untapped Potential Here's the opportunity: most Drift Zone people can grow into stronger contributors with clear expectations, mentoring, and support to develop independence and leadership skills. They're ready for growth. They just need mentoring and support to develop the confidence and skills to take ownership. Movement is Possible People aren't permanently stuck at these levels. With the right support, commitment, and expectations, most can move up. But it requires intentional effort from both the individual and the organization. The question Ubuntu asks: "How do we help these good people discover their authentic contribution so the whole team can thrive?" Ready to map your team's potential? Ask for your Human Potential Meter Poster here. Question: What's one area where you could step up from following directions to taking ownership?

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27 augustus 2025

Sénamé Publication

The Friction Zone: When Ubuntu is Broken

"I am because we are." But what happens when this becomes "I drain because you exist"? Welcome to the Friction Zone: levels 1-4 on the Human Potential Meter. It's Not Always Intentional, But It's Always Costly The key insight about Friction Zone dynamics: most people here aren't trying to create problems. They're often good people whose Ubuntu connection has been disrupted, disconnected from their natural contribution, struggling against the current instead of flowing with it. The Four Friction Patterns Level 1 - The Hidden Saboteur: Actively harmful, undermining trust and team safety. This requires immediate intervention, it’s not a coaching situation, it's a performance and culture issue. Level 2 - The Emotional Rollercoaster: Unpredictable and unstable, creating confusion and demanding constant attention. They haven't developed the emotional stability needed for consistent professional performance. Level 3 - The Busy Ineffective Person: Always working, always busy, but somehow things don't get done right or on time. They're working hard but not smart, often avoiding core responsibilities. Level 4 - The Quiet Rebel: Following instructions slowly and with obvious reluctance. They're resistant to change or authority but express it passively rather than directly. The Ubuntu Perspective From an Ubuntu lens, Friction Zone dynamics tell us something crucial: these individuals have lost their sense of how their contribution connects to collective flourishing. They're not aligned with their natural flow. The cost to the team? Everyone else has to constantly adjust, compensate, and work around the friction. Energy that should fuel progress gets consumed managing dysfunction. The Path Forward Some Friction Zone situations require clear boundaries and direct action. Others can transform with honest feedback, targeted support, and role realignment. The question Ubuntu teaches us to ask: "What would it look like for this person to contribute authentically to our collective success?" Sometimes the answer is a different role. Sometimes it's additional support. And sometimes, it's honest recognition that this isn't the right ecosystem for their natural contribution. Still want to explore your team's dynamics? Ask for your Human Potential Meter Poster here. Reflection: Have you ever been in the Friction Zone yourself? What helped you find your way back to natural contribution?

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26 augustus 2025

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