The Way We Are Working Is Not Working – Tony Sdiwartz

The Way We Are Working Is Not Working – Tony Sdiwartz

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Review

We need a unified science of energy, what makes us work and what doesn’t. Schwartz It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it We are going to need to get more done and feel better. It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it The author of Linchpin said we are doing it.

I have read many books about leadership and management. The integrated and comprehensive way it addresses the challenge of getting the best from people makes this book unique and essential. When datememe datememe datememe datememe datememe datememe datememe datememe datememe datememe datememe datememe datememe is what datememe is at Zappos. Excellent at anything. Tony Hsieh is the CEO of Zappos.com.

Tony Schwartz. It’s not like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it’s like it Anyone who wants a more productive and meaningful life should read this. He provides a road map for how to take back control of our lives from our faster-better-more-techno-merry-go-round culture.

Schwartz takes a look at self-destructive behaviors that are common in the workplace, then gives a prescription for correction. The Wall Street Journal.

An engaging, thorough, and authoritative manual for optimal performance is what it is. Tony Schwartz did it again. Daniel Goleman is the author of Emotional Intelligence.

About the Author

Tony Schwartz is the founder and president of The Energy Project, a consulting group that works with a number of Fortune 500 companies. He was a reporter for the New York Times, an associate editor at Newsweek, a staff writer for New York Magazine and a columnist for Fast Company. He co-authored The Art of the Deal with Donald Trump and then wrote What Really Matters. The Power of Full Engagement was co-authored by him. The Managing Director of the London-based management consulting firm, Jean Gomes, is known for his expertise in leadership and culture change. He has been advising companies in the US, Japan, and Europe for the past 20 years. The Energy Project Europe is chaired by him. Catherine McCarthy was the COO of The Energy Project. At The Energy Project, Catherine helped executives at companies such as Goldman Sachs, Sony Pictures Entertainment, and the Los Angeles Police Department.

Delivery Method

The Way We Are Working Is Not Working – Tony Sdiwartz

The Way We’re Working Isn’t Working is one of those rare books with the power to profoundly transform the way we work and live.

Demand is exceeding our capacity. The ethic of “more, bigger, faster” exacts a series of silent but pernicious costs at work, undermining our energy, focus, creativity, and passion. Nearly 75 percent of employees around the world feel disengaged at work every day. The Way We’re Working Isn’t Working offers a groundbreaking approach to reenergizing our lives so we’re both more satisfied and more productive—on the job and off.

By integrating multidisciplinary findings from the science of high performance, Tony Schwartz, coauthor of the #1 bestselling The Power of Full Engagement, makes a persuasive case that we’re neglecting the four core needs that energize great performance: sustainability (physical); security (emotional); self-expression (mental); and significance (spiritual). Rather than running like computers at high speeds for long periods, we’re at our best when we pulse rhythmically between expending and regularly renewing energy across each of our four needs.

Organizations undermine sustainable high performance by forever seeking to get more out of their people. Instead they should seek systematically to meet their four core needs so they’re freed, fueled, and inspired to bring the best of themselves to work every day.

Drawing on extensive work with an extra-ordinary range of organizations, among them Google, Ford, Sony, Ernst & Young, Shell, IBM, the Los Angeles Police Department, and the Cleveland Clinic, Schwartz creates a road map for a new way of working. At the individual level, he explains how we can build specific rituals into our daily schedules to balance intense effort with regular renewal; offset emotionally draining experiences with practices that fuel resilience; move between a narrow focus on urgent demands and more strategic, creative thinking; and balance a short-term focus on immediate results with a values-driven commitment to serving the greater good. At the organizational level, he outlines new policies, practices, and cultural messages that Schwartz’s client companies have adopted.

The Way We’re Working Isn’t Working offers individuals, leaders, and organizations a highly practical, proven set of strategies to better manage the relentlessly rising demands we all face in an increasingly complex world.

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