Earlier, when the market was relatively small and slowly finding its footing, only the basic traits like technical knowledge and a sense of responsibility were sufficient to carry out day-to-day work. Employees were expected to complete assigned tasks, maintain discipline and follow organizational instructions. However, as the market began expanding and competition increased, the expectations from the workforce also evolved. It was no longer enough to simply do the job; individuals were required to bring in strong skills, a positive mindset and the ability to work well in teams. Today, especially in the highly competitive and stress-prone banking sector of Nepal, these attributes, though still essential, are not enough. The need for high energy levels has become absolutely critical.
Banks and financial institutions are facing increasing pressure to perform amidst economic slowdowns, tighter regulatory requirements, digital transformation and rising customer expectations. In such a dynamic and often turbulent environment, employees, especially those at the frontlines, are expected not just to deliver but to do so under immense mental and emotional pressure. Knowledge, attitude and teamwork lay the foundation, but energy is what drives execution. Without sufficient energy, even the most skilled and committed employees can begin to underperform.
Energy, in this context, is not just physical stamina. It includes mental clarity, emotional resilience and the ability to stay motivated over long hours of multitasking and problem-solving. A typical banking employee, especially one dealing directly with customers, is expected to handle a dozen tasks simultaneously resolving complaints, managing internal coordination, maintaining compliance and closing sales all while maintaining a positive customer experience. As the load of responsibilities increases, so does the demand for sustained energy.
As you engage in multiple critical tasks throughout the day, it becomes imperative to actively manage and preserve your own energy levels and just as importantly, to ensure your team members are doing the same. A drop in energy can immediately result in reduced focus, lower morale and a slowdown in performance. This becomes even more dangerous in moments of crisis or during heavy workloads.
Frontline employees are especially vulnerable during turbulent times. Their energy levels can fluctuate based on small interactions like a missed appreciation, an offhand remark, or an unresolved internal conflict. In high-pressure environments, such as during financial year-end closures, system failures, or regulatory inspections, even minor emotional setbacks can have a disproportionate impact. That’s why such team members need to be handled with extra care and empathy. At times, a bit of pampering, offering support, showing appreciation and simply listening—can make a significant difference in helping them bounce back and stay engaged.
Moreover, evaluating performance solely based on outcomes can often be misleading during uncertain or volatile periods. For example, a relationship manager might work rigorously to secure a client deal, follow up diligently and prepare multiple proposals, but the final approval may get delayed due to external factors beyond their control. If we ignore their efforts and focus only on the results, we risk demotivating them and possibly discouraging future initiative. Instead, performance should be assessed through a balance of activity and intent especially when outcomes are subject to market forces and timing.
This makes it even more important for organizations to prioritize energy management as a strategic focus. Leadership needs to shift from merely tracking performance numbers to actively monitoring and sustaining the energy levels of their workforce. This includes good interaction with employees regularly, creating safe spaces for communication, encouraging breaks and celebrating small wins. Importantly, boosting engagement levels through meaningful work, recognition, hearing their voice and involvement in decision-making processes can go a long way in keeping energy levels high.
Organizations that fail to recognize the importance of energy are at serious risk, especially in tough markets like Nepal’s current banking landscape. Burnout, disengagement and high turnover are often the result of energy depletion, not lack of talent. At the same time, companies that cultivate high-energy teams find that performance becomes more consistent, creativity is higher and employees are more resilient when unexpected challenges arise.
While knowledge, attitude and teamwork remain essential ingredients for team success, energy is the invisible fuel that keeps everything moving forward. In the context of Nepal’s banking sector where stakes are high, challenges are constant and employee pressure is intense, energy has become a key performance driver. Leaders must understand that energy is not a byproduct of performance, but a prerequisite. By consciously maintaining and nurturing the energy of their teams, especially in tough times, organizations can ensure not just survival, but sustainable growth and long-term success.
