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The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance Book

The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance
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The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance, , The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance
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  • The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance
  • Written by author Tony Schwartz
  • Published by Simon & Schuster Audio, May 2010
  • 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
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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...

Publishers Weekly

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. (May)


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