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Would you know how to address energy levels in your clients if you thought it necessary? A few years ago I didn’t. I started executive coaching in 1998 and in the following years developed my practice coaching senior executives in a range of organisations. Over the years I became increasingly aware of differing energy levels in my clients: some had appropriate energy levels to cope well with their working life and others were exhibiting, and describing, problematic energy levels and were at times struggling to meet the demands being made on them. Their energy both impacted their performance at work, their relationships in and out of work and, in my opinion, their ability to put into action what they had decided to do as a result of their coaching. So I decided to look into the subject of ‘energy’. But I found very little around apart from self-help books. I embarked on a journey hunting for research on the topic and found very little of use. Meanwhile I continued to wonder whether I should be addressing the concept of energy directly with clients. I began to read practitioner literature which addressed energy and discovered the concept of ‘energy management’ described by the psychologist Dr Jim Loehr and the journalist Tony Schwartz whose argument is that energy, not time, is fundamental for high performance (Loehr and Schwartz, 2003). But I still felt frustrated: what was the answer to my question regarding what I could do as a coach? At the same time I started to work with several senior clients, for whom energy levels seemed to be an issue, and began to actively address their energy in sessions. These interventions were well received and deemed helpful. I wrote a coaching programme for my clients for whom it was relevant. I also used these strategies myself and found them effective at a time of life when many demands were being made of me.