Every hiring decision either fuels momentum or drains it. My stance is simple: hire people who show up charged. The rest is too costly. The best teams are built on self-starters who take ownership, bring energy, and raise the bar for everyone around them.
“One of the first things I ask myself whenever I’m interviewing candidates is, do they come with batteries installed?”
That question has guided turnarounds, growth plans, and team rebuilds across my career. It is a quick filter, and it saves months of pain. If someone needs a weekly pep talk just to do the basics, the fit is wrong. Drive can’t be outsourced.
The Case for Self-Propelled People
Energy is a skill. It shows up as initiative, curiosity, and a bias for action. You can teach process. You can’t teach want-to.
“If I have to wind them up or plug in the charger… this is not gonna work.”
Some argue that managers exist to motivate. That sounds kind but fails in real life. Coaching matters. Cheerleading as a daily requirement does not. If a person only moves when pushed, you will spend your time pushing. That’s not leadership. That’s babysitting.
At BGW, Jorge Alvarez is proof of what “batteries installed” looks like. He just hit his third anniversary with our team. He brings experience as an entrepreneur, business owner, accountant, CPA candidate, husband, and father. That mix matters because it shows judgment under pressure and the grit to keep going.
“Not only does he come to work with batteries charged and installed every day, but he brings such a great experience… can do attitude, character, team play, and energy.”
This isn’t about cheerfulness. It’s about ownership. Jorge has an anything but typical path, and that serves clients. He asks smart questions. He wins trust. He moves the work forward without waiting for permission. That’s the standard.
What “Batteries Installed” Looks Like
It’s easy to miss the signals in an interview. Here is what I look for and what I avoid.
- Evidence of starting things without being asked.
- Stories with clear outcomes and metrics.
- Curiosity that leads to action, not just ideas.
- Accountability language: “I did,” “I owned,” “I fixed.”
- Low drama, high follow-through.
And here’s the hard line: if the spark isn’t obvious, it’s a no. Potential without drive turns into excuses. Skills without energy stall under pressure.
The Counterargument—and Why It Falls Short
Some leaders believe energy can be trained. They point to coaching programs and incentives. I coach CEOs. I’ve led four companies and fixed broken ones. Training can sharpen a blade. It can’t create the steel. Without internal drive, training is theater. With internal drive, training is rocket fuel.
How to Hire for Energy and Keep It
Hiring is only half the battle. The environment must support high performers. Keep it simple and direct.
- Ask for specific examples of ownership and outcomes.
- Probe for setbacks and what they did next.
- Check references for follow-through, not just likability.
- Set clear expectations and measure results weekly.
- Remove energy vampires fast.
Recognition matters too. It tells the team what you value. Jorge’s anniversary gave me a moment to say it out loud. Gratitude is not fluff. It signals standards and builds trust.
Gratitude as a Performance Tool
Gratitude shifts focus from complaints to contribution. It reminds everyone that character and effort count. It also helps leaders see who is carrying the load. That clarity drives better decisions.
Try this rhythm:
- Each week, name one person who raised the bar.
- Share a specific action they took and its impact.
- Ask the team, “Who are you grateful for?” and listen.
The Line in the Sand
Stop hiring people you have to wind up. Stop rewarding activity over outcomes. Start spotting the signals of real ownership. Celebrate those who run toward the problem and leave excuses at the door.
If you lead, audit your team this month. Who consistently shows up charged? Who needs a jump start every time? Build around the first group. Help the second group find a better fit somewhere else.
We become the teams we hire. Energy is contagious. So is apathy. Choose the right infection. Then ask, as I did this week: Who are you grateful for? Say their name. Set the standard. And hire like your results depend on it—because they do.
