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The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
The way we're_working_isn't_working
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The way we're_working_isn't_working

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  • 1. The Way We’re Working Isn’t Working<br />Tony Schwartz<br />With <br />Jean Gomes and Catherine McCarthy<br />
  • 2. The Four Forgotten Needs that Energize Great Performance makes a compelling case for a new kind of workplace, a better way of working and a more deeply satisfying way of life.<br />In brief…. <br />
  • 3. Employers and employees alike share an unspoken assumption that human beings are capable of operating in the same way computers do: continuously, at ever higher speeds, running multiple programs at the same time. <br />
  • 4. More and More, Less and Less <br />
  • 5. Its never enough….<br />No matter how much value we produce – dollars, sales, goods or widgets<br />We Run faster, Stretch out our arms further and stay longer at work.<br />
  • 6. Less capacity for focused attention.<br />Less time for any given task<br />Less opportunity to think reflectively and long term<br />Less energy for our families<br />Less time to wind down and relax<br />Lesser hours to sleep<br />Less rested in the mornings – Less than fully engaged and less focus<br />Effect…..a series of Less es..<br />
  • 7. The issue is not the number of hours we sit behind a desk but the energy we ring to the work we do and the value we generate as a result. <br /><ul><li>Research suggest that we r most productive when we move between periods of high focus and intermittent rest.</li></li></ul><li>Our 4 Primary Needs<br />What I stand for and believe – what gives me a sense of meaning<br />Freedom to develop and express my unique skills and talent<br />Feeling appreciated / cared for/ valued for who I am<br />Being able to take care of myself , renew, so am healthy, fit <br />
  • 8. Reflect on the 4 key energy needs<br />Think of a typical day at work – how much of your day do you spend working without breaks for a long period of time<br />Identify one of the employees whose work isnt as good as you think and which of the 4 core needs could you do a better job of helping that person to meet. <br />Actions<br />
  • 9. We Cant Change What We Don’t Notice<br />“We are already the most overinformed, underreflective people in the history of civilization “<br />Robert Kegan and Lisa Lahey (Harvard based psychologists and leading adult devp thinkers)<br />“Flatland” <br />Ken Wilber – Writer and Philosopher<br />Chasing Daylight<br />Book by Kelly o Neil about the life he led (KPMG Chief)<br />Self Deception - Skilled at denial because it helps us avoid discomfort. <br />“To err is human – but firstly you need to recognize that you have erred”<br />Eg – None of the major financial players in the recent meltdown came forward to take personal resp for the catastrophic decision so many of them made<br />
  • 10. Many Companies value the whole constellation of qualities on the left side far more than the right<br />But by celebrating one set and undervaluing another, we lose access to essential dimensions of ourselves – and others<br />
  • 11. www.theenergyproject.com – Energy audit abouth the 4 key energy dimensions<br />Start a journal about you feeling at diff points during the day – Observing our emotions allows us to be more intentional about our behavior<br />List 3 our your greatest strengths <br />Identify the way you tend to behave when you overrely on these strengths – or how you overuse one of the strengths you hv indentified<br />Actions<br />
  • 12. Will and Discipline are wildly overrated !!!<br />Struggle to make change that lasts.<br />Bite off only what you can chew<br />Knowing the limit of our willpower, it makes sense to undertake only fewer rituals than many…<br />Start small and build on success incrementally<br /> Precision and Specificity<br />By defining precisely when we r going to undertake a behavior, we reduce the amt of energy we have to expend to get it done<br />What we Resist Persists<br />We’re Creature of Habit<br />
  • 13. Sleep or Die !!!<br />If physical energy is the foundation of all dimensions of energy, sleep is the foundation of physical energy.<br />Our body rhythm – Awake during day, sleep during night<br />We operate best if followed by this rhythm.<br />Eg – Experiment on Rats<br />Obesity and most illness arise due to lack of sleep<br />NAP – The undervalued power<br />
  • 14. Renewal Room – How many organizations have that !!!<br />Most organization give health benefits as way of perks rather than to drive higher performance<br />Per iodization refers to the way an athlete trains in cycles – high intensity with periods of recovery – daily, weekly, monthly or yearly<br />Mondays are like warm ups – and it’s the best day for low demand works like planning, administration…etc<br />Over next 2 days we are ramped up and at the peak – the best time in an org to strategize, imp meetings..<br />By Thurs our energy begins to ebb and can be a good day for reaching consensus.<br />By Fri, we are at the lowest level and can be best used for relationship building, open ended work and low range planning. <br />Creating a culture that pulses..<br />
  • 15. Every org has a distinct emotional climate and typically its set from the top<br />The leader of the org is thus called “Chief Energy Officer”<br />The core resp of great leaders is to mobilize, focus, inspire and regularly renew the energy of those they lead.<br />A New value proposition<br />
  • 16. Our attention is under siege.<br />We are incapable of multitasking. Unlike computers we r hard wired to undertake tasks sequentially<br />We perform best when we are most singularly focused<br />A poverty of Attention<br />

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