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

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Think Rule #5.

Alan Webber, co-founder of Business Week, wrote that change is a math formula. Change happens when the cost of status quo is greater than the risk of change. C(SQ) > R(C).

Tony Schwartz has written a provocative book that takes a serious look at the one area in business that seems immune to change -- the human costs of doing business in the digital age, Schwartz, the co-author of The Power of Full Engagement provides a proven prescription for making positive changes in the way we work.

The Way We're Working Isn't Working makes a compelling case that we're neglecting four core needs that energize performance. The book is an extension of the ideas Schwartz and Catherine McCarthy introduced in the Harvard Business Review in 2007. (Manage Your Energy, Not Your Time.)

Their premise is deceptively simple: "The furious activity to accomplish more with less exacts a series of silent costs: less capacity for focused attention, less time for any given task, and less opportunity to think reflectively and long term."

In other words, less energy. And perhaps more importantly, less sustainable energy.

The insights that Schwartz and his colleagues at The Energy Project bring to The Way We're Working Isn't Working are based on their experiences working with such organizations as Wachovia, The Cleveland Clinic, the LA Police Department, Sony and Ernst & Young and IBM.

Like Dan Pink's book, Drive, this book challenges the notion of what truly works in today's business environment. While Pink focuses on motivation, Schwartz challenges the idea of how to enhance the performance of employees -- and much of it is counter-intuitive to how we do business.

"A growing body of research suggests that we're most productive when we move between periods of high focus and intermittent rest. Instead, we live in a gray zone, constantly juggling activities but rarely fully engaging in any of them -- or fully disengaging from any of them."

Within the first 10 pages, Schwartz makes a persuasive case. "Most organizations enable our dysfunctional behaviors and even encourage them through policies, practices, reward systems and cultural messages that serve to drain our energy and run down our value over time.

An increasing number of organizations pay lip service to the notion that `are our greatest asset.' But even among companies that make that claim, the cast majority off-load the care and feeding of employees to divisions known as "human resources," which are rarely accorded an equal place at the executive table. As a consequence, the needs of employees are marginalized and treated perquisites provided through programs that focus on topics like `leadership development,' `wellness,' and `flexibility' -- all largely code words for nonessential functions."

Again, think rule #5.

How willing are executives today willing to change the status quo? Products are being made. Services are being rendered. But at what cost?

The four core areas that energize great performance are sustainability (physical needs) security (emotional) self-expression (mental) and significance (spiritual). Schwartz makes the case that we're at our best, not when act like computers running at high speed for long hours, but when we pulse rhythmically between expending and regularly renewing energy across each of our four needs.

The value of the book is enhanced by downloadable tools to help you evaluate your current situation and how to begin addressing the four core areas to enhance the ability of your company to harness the energy of all your employees.

If you want to make positive change in your organization and want to move beyond the status quo, The Way We're Working Isn't Working -- is a working blueprint for any company's future. I highly recommend it.

There are countless books written on how to improve your performance at work, be healthier, and live a better life. 'The Way We're Working Isn't Working' should be at the top of the reading list. Tony presents a compelling case on how our current approach to life (going flat out) is harming us, our families, and our organizations. He also shares a multitude of simple, pragmatic and powerful tips on how to build your capacity to better deal with the many demands we face every day. I have seen his ideas radically transform many friends and co workers who are more energized, engaged, and enjoying life than ever before.

I am often asked to review and blog about new business books coming to market, and only rarely do I oblige. When Tony asked me to review his new book, I said yes immediately. His ideas around managing energy as opposed to time resonated with me years ago after reading, The Power of Full Engagement and play a big role in my own consulting practice. The energy management concept, if explored to its full potential, can do more to transform an organization than any other single component.

The great thing about Tony's new book is that it is full of sound research that reinforces what Tony is teaching and helps us to really understand why we do the things we do, even when they are counter productive to our goals. More importantly, he provides practical advise on how to begin the process of change that will work for anyone in any stage of their career, or any organization at any level of health. Not only will you find great information to help you become a better employee, leader, or manager, but you will also find that this book will help you become the person, spouse, parent, child, and sibling that your heart desires.

If any of the following statements resonate with you, buy it NOW

* I always feel like I am behind in my work and will never catch up
* I want my team to be more productive
* I desperately want to find balance between my work life and home life
* I want my team to be more accountable and responsible
* I struggle with the daily distractions of email, phone calls, and endless request for my time and can't get any of my own work done
* My company does a poor job of retaining employees

American managers are in denial about the fact that their teams are comprised of human beings.

Content with a data-defying strategy of squeezing as much work as possible out of their teams for as little compensation as possible, these self-congratulating fools close their eyes to the facts and resort to childish name-calling (e.g. "soft") to anyone who dares suggest that human physiology and psychology are important factors in workplace productivity.

What if there were facts, though, about how people work that could multiply your productivity with only incremental additional costs?

I'm excited to come across a kindred spirit in Tony Schwartz in his new book, "The Way We're Working Isn't Working."

I've long advocated that people are an amazing, if complex, asset into which we should invest not a faceless, annoying expense that we should minimize.

Schwartz provides invaluable insights into how the human beings function and provides the practical means to transform these insights into a more energetic, renewing, and yes, productive workplace.

Specifically he looks at human physiology, emotions, our minds, and our spirituality. Far from hyping the latest feel-good fad, Schwartz methodically supports his case with data. If you look at the facts, certain things are true about what makes people thrive, commit, care, and work hard. On the downside, certain factors cause people to wear down, avoid risk, blame others and otherwise distance themselves from their work.

Far from being "soft," it is those leaders who have the courage, honesty and wisdom to face what I describe as "the hard facts about working with people" who have the mettle it takes to face the complex issues facing business going forward.

Gone are the days where people can be reduced to inter-changeable commodities to be discarded at the first sign of trouble.

Tony Schwartz is a must-read resource for any leader hoping to work effectively with people going forward.

- Karl D. Edwards

In fact, none of what Schwartz says is revolutionary in itself. Sleep more, eat better and less, rest, seek out supportive people, etc. Nothing new. However, what is revolutionary is his passion for making all of this actually happen. He advocates naps at work, not measuring performance by hours put in but by work done, never working longer than for 90 minutes at a stretch, etc. And by advocating I mean that he puts it in place at companies like Sony or Google. He is not yet another coach or motivational speaker who heaps good advice and platitudes on his readers - he actually makes it happen. Apart from the well researched, information-dense content, the book is simply well-written and a pleasure to read. Here is an interview I did with him: [...]

This is not your typical management book in the sense of how to work harder, smarter, or longer. It is, however, a great book to remind us to take the time to "make time" for the bigger picture and take care of our personal lives too.

At first I thought is was going to just be another one of those "feel good" motivational books that last about 30 microseconds after the book if finished, but this one had some valid physiological examples verifying the suggestions.

I would recommend this book as a reminder to what it important in life, and balancing all those "things" we need to do and keep up with.

This book was great. I've had a very difficult past year due to massive workloads on the job. I've worked 6 -7 days a week for almost 10 months and cannot count how many all nighters and late nights I put in. This is tough when you are married with two small kids. Anyway, the book really hammered home in clear language excellent strategies on how best to handle situations like mine. I personally felt relieved to have a better understanding of what has happening in my work life, why, and how to improve it. I listened to it on the road and took a lot of notes so I wouldn't forget the key points. I've started implementing some of the basic strategies and I'm already seeing a difference. My wife is now listening to it so we can team up and make progress together.

I strongly recommend this book.

February 2011: Watson takes on (and outcomputes?) past Jeopardy champs Ken Jennings and Brad Rutter.

May 2021: On its way to instrumenting the planet's systems and processes, IBM introduces Watson 2, a computerized CEO capable of plugging itself into any organization and making that organization better. The company cites Tony Schwartz for his early contributions.

* * * * *

If it ever turns out there's a scientific formula for business success, one that's programmable, my best guess is there'll be a Tony Schwartz component inside.

People aren't machines. In order for us to perform at our best we have to maintain sufficient levels of four types of energy: physical, emotional, mental and spiritual. So goes the theory. The author's *hypothesis* is that we can learn to mangage our energies across these dimensions and thereby improve our chances, individually and organizationally, of getting ahead.

The key is to incorporate positive rituals into our lives. We know which rituals work thanks, paradoxically, to our ever-improving understanding of the mechanics behind what makes people tick. "Science," Mr. Schwartz argues, "can help us understand objectively what fuels our energies and what depletes them."

What he does so well in this book is gather up the best of today's science and bring it into the business realm. Some of it will probably strike you as common sense (e.g., when you get more sleep at night you're sharper the next day). The rest of it, though - even if you're well energized and firing on all four cylinders already - will almost surely open your eyes.

For current and future leaders in particular: One of the more interesting things (because it seems to cover all the bases IMO) is the author's recasting of the role of the CEO...as a company's chief energy officer whose job is "to recruit, mobilize, inspire, focus, direct, and regularly refuel the energy" of those he or she leads. If that's something to which you'd like to aspire, this book provides a set of operating instructions I highly recommend!

P.S. Watson is an IBM artificial intelligence program designed to "understand" the complexities of human language.

This is one of those rare books that details the wrong ways you're working without making you feel that the situation is hopelessly complex or beyond repair. Tony Schwartz (writing with Jean Gomes and Catherine McCarthy) offers interesting, practical advice to employers and employees alike on how to banish that "gerbil on a treadmill" feeling forever. With case studies from such companies as Ford, Sony and Ernst & Young, as well as helpful charts, graphs and exercises, this highly readable manual will make you think twice about how you and your employees work. Although it mentions lots of insider human resources (HR) methodologies - such as the ones in Gallup's employee engagement surveys - the book never bogs down in jargon. However, the author may need to revise and update it in a few years as the workplace becomes increasingly dependent upon technology. getAbstract suggests this book to frustrated leaders, HR practitioners, overwhelmed employees and anyone who wants more control over his or her working and personal life.

Fantastic book. Expands from his book - Full Engagement. Basic premise of book is: 1) world is increasingly distracted, 2) time/attention are valuable commodities.

Therefore, key to increasing productivity in all areas of lives are:
1. Attention/work sprints - full, undivided attention, engagement in areas of maintainence, growth, improvement. ie Your life's work/passion, purpose. Recommends 90 minutes, 3-4x/day.
2. Rest, recovery. Following 90 minutes of pure, focused, uninterrupted work, rest/rejuvenation. Examples include: taking a lunch break, walk, meditation, watching a movie, reading a favorite book/magazine, hanging out w/ friends, family.
3. Diet consisting of water, vitamins, minerals, grains, fruits, vegetables, leans meats, w/ rigorous exercise. Best to maintain shape/fitness.
4. Gave a seminar for Eben Pagan discussing pro/peak tennis players, after a point, have certain rituals b/f after a point to rejuvenate/prepare for the next point. They 1) turn away from the net, 2) look at their rackets/play w/ their strings. This serves to disengage the player, get their heart rate back as close to normal as possible, & refocus for the next point/serve.

Follow this formula & your productivity either at work, home, business, is bound to improve. Including your happiness, emotional, spiritual well being.