by Hsieh's Delivering Happiness (Hardcover) (2010) (Delivering Happiness: A Path to Profits, Passion, and Purpose)

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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 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.

!1: Best Buy This book starts by confronting us with a harsh truth we already know but often act as if we don't - namely, that the 10- and 12-hour days many of us are logging at the office, as well as the additional hours we're spending on our BlackBerries at night after we've left the office, result in less productivity, not more. And the toll is not limited to the quality of our output - it shows up more significantly as deficits in the physical, emotional, mental, and spiritual areas of our lives (the "four forgotten needs" of the subtitle). But then, author Tony Schwartz - a well-known organizational trainer and executive coach - takes us through a series of briskly-written chapters showing us how to resolve this conundrum in each of these four areas. The key is to build into our daily schedule a series of regular breaks to renew the energy we've been expending as we work. He contends that 90 minutes is the ideal length for any concentrated effort - beyond that point, our attention inevitably begins to wane. Although the culture at most companies dictates that we plow ahead no matter how depleted our energy level, Schwartz argues convincingly that what we need instead is a short break - for a walk, some physical exercise, a little meditation, even a brief "power nap". Ever the realist, he understands what a stretch this kind of thinking is for many of us as individuals, not to mention how alien it is to most corporate cultures. Yet his arguments are compelling. He cites numerous neurological and behavioral studies to support his thesis that we are at our best when we continually renew our energy levels throughout the day, and at our worst when we force ourselves to continue working past our depletion point. And he points to successful companies like Google as models of workplace cultures that operate on the principles he is articulating in this book. Also very useful are the "action steps" with which he concludes each chapter, giving his readers concrete suggestions for implementing useful changes in their own daily routines - and perhaps for introducing some of these useful principles into their own workplaces. A book to be read for yourself, and shared with your colleagues, subordinates, and supervisors. on Sale!

• The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal
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• Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization
• Peak: How Great Companies Get Their Mojo from Maslow (J-B US non-Franchise Leadership)
• Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters (Business Plus)

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