Energy CX
Energy CX Leadership & Management
Frequently Asked Questions
Managers at Energy CX are approachable, hands-on and invested in employee development. Employees meet regularly in 1:1 check-ins with their direct managers to discuss performance, address challenges and identify growth opportunities. Leadership also prioritizes recognition and visibility, celebrating employee wins during weekly company-wide meetings and through a dedicated Slack channel that highlights strong performance and values-driven contributions. To further support growth, Energy CX offers a continuing education reimbursement program for full-time employees with 12 months or more of tenure, reinforcing a coaching-led management approach focused on long-term development.
Energy CX emphasizes clarity and alignment in how goals and expectations are communicated. Leadership shares company-wide updates through a Weekly Business Report (WBR) meeting that reviews departmental performance and tracks progress toward quarterly objectives. Each department at Energy CX has bi-annual and quarterly goals and KPIs. These goals and expectations are communicated by leadership with managers of each department. Regular 1:1s with managers provide ongoing opportunities to review performance, ask questions, and stay aligned as goals evolve.
Leadership at Energy CX provides strategic direction through transparent goal-setting, regular performance updates and long-term planning. The company’s Weekly Business Report (WBR) outlines departmental KPIs and shows how teams are tracking against quarterly and annual targets. Annual priorities are introduced during a company-wide kickoff meeting at the start of each year, while biannual all-hands meetings provide progress updates and reinforce long-term vision. This structured cadence ensures employees understand not just what the company is doing, but why, and how their work contributes to broader business goals.
Energy CX Employee Perspectives
What’s a quotable hallmark of good management on your team — and how is it reinforced?
Praise in public, criticize in private. In the words of Dale Carnegie, “Any fool can criticize.” Abraham Lincoln had a rule that he never criticized anyone, ever. The greatest president in the history of our country never criticized anyone, so why should I? Throughout the week, there are a lot of opportunities to publicly praise team members for the great work they are doing. As a manager, you have to take advantage of those opportunities. If you have the whole team, department or company together in one place, take advantage of it, and praise someone’s good work. The outcome is two-fold. The individual feels empowered, and the audience is inspired by their work and given insight into how to mirror that success.
On the other hand, there are absolutely moments where people can do better. Being radically honest about that is crucial, and it’s equally as important that it happens during a one-on-one or in private conversation. You never want people to think that they may be “called out” in front of a large group. It results in scared work, not confident work.
Which forum or ritual keeps priorities and expectations clear?
On a weekly basis, we meet with the team twice: once during our Monday Morning Meeting (MMM), and again during our Wednesday Round Table. MMM is more related to housekeeping and getting everyone on the same page to start the week, while Round Table is my favorite meeting of the week. We usually choose a couple main topics that our head of market intelligence and president of strategy educate the team on, followed by open discussion on areas the team has questions on, ending with a brief venting session, highlighting areas where our team or another team could be doing better. The combination of these two meetings allows management a platform to set expectations and clearly identify weekly priorities, while also providing a platform for team members to shift the conversation toward areas they feel need attention.
What part of the strategy excites people — and what metric shows progress?
I believe that an underlying assumption that everyone is doing their absolute best is essential to managing people. With that, I trust that members of my team are able and excited to get their work done at a high standard. I have found that this creates a space where people are not afraid to ask questions, which ultimately leads to team members striving to be better without any negative reinforcement or “pressure.”
Ultimately, there are always instances where I have to step in and expedite the educational process, but if at all possible, I prefer to take a hands-off approach with the knowledge that any gaps will be brought to my attention for the sake of their continued success in the role. Beyond tangible metrics and team goals, success is measured through an individual’s eagerness and ability to learn about their customer, their pipeline and the industry as a whole. The ones that have a genuine burning desire to improve are not only the easiest to trust, but the quickest to meet and exceed expectations.
