This book was previously titled, Be Excellent at Anything.
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.
Schwartz, CEO of the Energy Project, stretches an obvious thesis to the breaking point in his plaint on how the American workplace theoretically where technology has allowed us to reach for more, bigger, faster has bred an atmosphere in which workers have become disengaged from their work. We fail to take care of ourselves, he points out, and end up undermining our health, happiness, and productivity. Using a series of quadrants describing the emotional workings of both employees and companies, he argues that nothing is gained and much is lost by constantly pushing people to achieve more and more in less time and with fewer resources; rejuvenation and rest are necessary for creative breakthroughs and broader perspectives. All well and good, but the bulk of the book is then eaten up exhorting readers to get more sleep, exercise, eat better, and take care of their emotional health. While a reminder to cultivate engagement and mindfulness is always relevant to the modern business reader, the usable content is slim and fluffed out beyond the point of readability.