The secret they don’t want you to know: Anger is energy

ILLUSTRATION BY RUTH MACAPAGAL

In my role as chair of the Tom Oliver Group, a global strategy and management consulting firm, my team and I work with business leaders and owners from diverse industries worldwide: They all have to regularly face overwhelming challenges and frustrations. Whether it’s a deal falling through, underperforming employees, or unethical practices from business partners, emotions can flare up, and anger is a common reaction.

One common trait we’ve observed is that many of them misinterpret anger, allowing it to paralyze their decision-making and breed negativity. However, anger, when used properly, can be a powerful and constructive tool.

The key is to understand that anger itself isn’t inherently bad—it’s simply energy. This energy, when channeled correctly, can move you from a place of inertia to powerful action. How can you turn such emotions into forces that propel your business and career forward?

Understanding anger as energy

Anger, at its core, is just a form of energy—intense and often overwhelming, but energy nonetheless. The question isn’t whether anger is “bad” or “good” but how you channel it. Most executives misuse anger, letting it dig mental pits or bog them down in frustration. Instead, what we should aim for is to harness this energy and direct it toward productive outcomes.

There’s a critical principle that underpins this idea: money seeks movement.

In business, this means that momentum is everything. Once you get things moving, it becomes significantly easier to steer that movement toward success. But the hardest part is moving from inertia to action. This same principle applies to anger. The energy in anger should be seen as a tool, a spark that can ignite action. But how does that work?

The ticking time bomb in the boardroom

Negative examples of what not to do are easy to find. Take Steve Jobs, for example. Known for his perfectionism and attention to detail, Jobs would often experience anger, rage and outbursts when his vision wasn’t realized exactly as he wanted it. His standards for the products Apple produced were extraordinarily high, and he expected the same level of commitment from those around him. Naturally, this led to frustration when things didn’t go according to plan.

Similarly, many of the wealthy business owners and Fortune 500 CEOs that my team and I advise every day experience similar frustrations. I’ve frequently observed a dangerous pattern—many of these leaders tend to suppress their anger or frustration in the moment, only to later “blow their top” when the buildup becomes unmanageable.

Neurologically, what happens is that when anger and frustration are internalized, they gradually build into what’s called a “whole body sensation.” At this stage, even though you might feel like you’re still in control, you’re actually not. The frustration reaches a tipping point, and your reaction becomes wildly exaggerated, no longer fitting the initial cause. One of our clients, for example, is a multiaward-winning business owner of a very profitable family business conglomerate. He had a habit of not speaking up when underperforming employees upset him, fearing he might create a bad atmosphere or overreact to minor issues.

But as he suppressed these frustrations, the anger built up until he completely lost his temper in a board meeting, damaging his standing and respect within the company. The lesson here is clear: Expressing your frustrations in smaller, more manageable moments is far healthier than letting them fester. Small releases prevent the explosion that devalues your leadership.

The inertia principle: Using anger for constructive action

Anger becomes most useful when we understand it as a force to move from inertia to action. Think of a business in stagnation—it’s like an object at rest. Getting that object moving requires significant energy. But once it’s in motion, it becomes much easier to change its direction or increase its speed. This is where anger, as a form of energy, comes in. It provides the initial push needed to break free from inertia.

Here’s where many executives go wrong: they let anger keep them stuck. They allow frustration to cloud their judgment, leading to rash decisions, negativity and a hostile work environment. Instead, if we see anger as a tool, we can use it to create positive movement.

Best practices for channeling anger

Some of the best practices for channeling anger into constructive energy include:

1. Stay solution-oriented: Instead of fixating on the problem, immediately start thinking of ways to solve it. Shift from frustration to problem-solving mode. This keeps your energy directed toward positive action.

2. Use anger to refocus: Anger often highlights areas where we’re dissatisfied. Use this as an opportunity to refocus your efforts. If something isn’t working, perhaps it’s time to change strategy or try a different approach.

3. Engage in physical movement: Physical activity is one of the most effective ways to channel emotional energy. Go for a walk, hit the gym or simply take a few minutes to stretch. The physical release of energy can clear your mind and help you refocus on constructive action.

4. Clear communication: Often, executives let their anger fester internally, which can lead to unnecessary stress and negativity. Instead, be clear and direct in your communication. Express your frustrations calmly and work collaboratively to find solutions.

The two paths of anger

Ultimately, there are two paths you can take when it comes to handling anger as a leader. You can let it consume you, leading to negativity, stagnation and even a hostile work environment. Or, you can view it as a tool for growth and forward momentum.

If you allow yourself to get stuck in frustration and negativity, your decision-making becomes clouded, and your actions become reactive rather than proactive. This, in turn, affects your company culture and the productivity of your team. On the other hand, by channeling anger into action, you can propel both yourself and your business forward.

Conclusion: Anger as fuel for success

In the world of business, where stakes are high and expectations even higher, anger is inevitable. But as a top executive or owner, it’s your job to manage this emotion effectively. Remember, anger is just energy. How you choose to direct that energy determines your success. Channel it into positive, constructive action, and you’ll find that not only will you achieve your goals, but you’ll also create a more dynamic and productive environment for your team.

So the next time you feel frustration bubbling up, don’t let it paralyze you. Use it to get things moving, solve problems and take your business to the next level. It’s all about how you wield the energy that anger gives you. Will you let it pull you into inertia, or will you use it to fuel progress and success? The choice is yours. INQ