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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 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 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.
352 pages, Hardcover
First published May 8, 2010
About the author
Tony Schwartz
37 books102 followersTony Schwartz is a journalist, business book author, professional speaker,and the ghostwriter and credited co-author of Trump: The Art of the Deal. He is the founder and head of the productivity consulting firm, The Energy Project.
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Displaying 1 - 30 of 168 reviews
April 20, 2012
This book makes so much sense - it's frustrating that these principles aren't understood widely and incorporated into our lives and culture. The concept is actually similar to another book I recently read - Mood Mapping - where various states are explained in four-quadrant graphs. Physical, emotional, attention and focus.
A recurring theme in the book is the idea of waves, the need to oscillate from intense states of exercise or productivity to "recovery" states of rest, relaxation and big-picture thinking whilst avoiding the "dark" side such as propping yourself up with caffeine, working 14-hour days, not taking regular breaks ... which aren't just bad for your health and mood, they're also not as effective as working 90-minute highly-focussed sprints punctuated with rest and recovery.
This book is actually changing my life. I'm going to bed earlier so I can wake up earlier to exercise and meditate and prepare myself for work. I'm drinking less coffee and paying more attention to how I prepare my work priorities and plan my day. I still have a long way to go. This book really is special and I recommend everyone read it.
A recurring theme in the book is the idea of waves, the need to oscillate from intense states of exercise or productivity to "recovery" states of rest, relaxation and big-picture thinking whilst avoiding the "dark" side such as propping yourself up with caffeine, working 14-hour days, not taking regular breaks ... which aren't just bad for your health and mood, they're also not as effective as working 90-minute highly-focussed sprints punctuated with rest and recovery.
This book is actually changing my life. I'm going to bed earlier so I can wake up earlier to exercise and meditate and prepare myself for work. I'm drinking less coffee and paying more attention to how I prepare my work priorities and plan my day. I still have a long way to go. This book really is special and I recommend everyone read it.
January 30, 2012
This book is written for the corporate world, so I had to adapt it to my very un-corporate life. Some of it just didn't apply to me, but there was some excellent information that really helped me. I LOVED the idea of periods of work mixed with periods of rest and renewal. And now I am going to go take a well-deserved nap :).
March 15, 2018
Динамичное сочетание напряженной работы и процесса восполнения энергии позволяет удовлетворять наши насущные потребности: жизнеспособность, безопасность, самовыражение и значимость. Лишь в этом случае мы улучшаем результаты изо дня в день.
Институт Гэллапа пришел к заключению, что единственным и наиболее важным показателем того, будут ли сотрудники продолжать работать в компании, является качество взаимоотношений с их непосредственным руководителем.
«Невозможно описать все с точки зрения науки, да и бессмысленно; не имеет смысла описывать симфонию Бетховена как изменение волнового давления», – писал Эйнштейн.
Практически стало аксиомой, что чем напряженнее мы работаем, тем меньше мы замечаем наши чувства.
Как утверждал философ Грегори Бейтсон, «существует некий предел, после превышения которого всё приносит вред, что бы это ни было: кислород, сон, психотерапия, философия». Честность без сострадания превращается в жестокость. Упорство, твердость воли, не разбавленные гибкостью, трансформируются в косность. Уверенность, не смягченная смирением, – это самоуверенность. Смелость без благоразумия становится безрассудством.
«Любить самого себя очень непросто, – пишет психолог Джеймс Хиллман, – потому что это означает любить себя всего, включая и теневую сторону, качества души, непризнанные в социальном плане.
95 % людей, сидевших на диете, со временем набирают прежний вес, а многие набирают даже больше, чем потеряли.
«Иными словами, – говорит Баумейстер, – у каждого из нас есть некий запас воли и дисциплины, который расходуется при совершении любого поступка, требующего осознанного самоконтроля, будь то сопротивление желанию съесть печенье, решение головоломки или нечто другое. Вероятно, все формы самоконтроля подпитываются из общего ресурса, который достаточно ограничен и поэтому быстро истощается».
Утверждение о том, что мы должны развивать привычку осознавать каждое действие, глубоко ошибочно. Верно обратное. Развитие цивилизации стало возможным благодаря увеличению числа жизненно важных действий, которые мы совершаем не думая.
Существует мнение, что на приобретение новой привычки требуется от 21 до 30 дней. Мы не нашли достоверных исследований, подтверждающих это мнение. Наш опыт показывает, что не существует определенного периода, необходимого для закрепления новой привычки. Все зависит от сложности задачи, степени мотивации и частоты практики. Внедрение в жизнь нового ритуала может занять и пару недель, и несколько месяцев. Но даже в этом случае в течение года можно выработать лишь несколько новых привычек, одну за другой.
Следующим правилом успешного построения ритуалов является необходимость заручиться поддержкой окружающих. Если вы берете на себя обязательство изменить какую-то привычку в присутствии другого человека, ваш уровень ответственности возрастает.
Наилучший способ заснуть естественным путем – начать успокаиваться за полчаса или час до того, как вы собираетесь лечь спать. Это означает отказаться от чего-либо стимулирующего, возбуждающего перед сном – электронной почты и Интернета, детективных романов, эмоциональных разговоров, а отдать предпочтение чему-то расслабляющему: например, выпить стакан молока или травяного чая, принять ванну или душ, послушать музыку или же почитать скучную книгу.
Так как чувство расслабленности очень важно для сна, целесообразно «поставить на стоянку» все ваши тревоги, перед тем как лечь спать. Техника простая: прежде чем лечь спать, вы записываете на листе бумаги или в блокноте, что вас беспокоит. Как признают многие из наших клиентов, эта методика оказалась удивительно мощным средством на время отложить в сторону заботы, которые в противном случае не давали им уснуть. Излагая в письменном виде то, что вас волнует, вы этим разрешаете своему мозгу убрать все из сознания. Подобная методика может быть использована и в том случае, когда вы просыпаетесь среди ночи с мыслями о чем-то и не можете заснуть.
Примерно каждые 90 минут открывались, как назвал их Лави, «ворота сна». В течение последующих 30 минут вероятность заснуть у участников эксперимента значительно повысилась по сравнению с другими периодами времени. Это убедительно доказывало существование ультрадианного ритма и цикличной природы нашей активности и утомляемости в течение дня.
Ученые обнаружили, что наиболее успешные профессионалы во многих областях деятельности, начиная от шахмат, спорта и заканчивая научными исследованиями, склонны к цикличности в работе: они напряженно трудятся в течение 90 минут, а затем делают перерыв.
Мой день состоит из трех или четырех полуторачасовых рабочих периодов, которые я для себя обозначил как ультрадианный «спринт». Теперь, когда я пишу, то отключаю электронную почту, не отвечаю на телефонные звонки и стараюсь как можно лучше сфокусироваться на своей цели. После полутора часов работы я делаю перерыв, чтобы восстановить силы. Во время первого такого перерыва я завтракаю. Во время второго – делаю 30- или 40-минутную пробежку, а во время третьего – обедаю и читаю. Если я вновь садился за книгу, то после этого делал силовые упражнения или медитировал. Но обычно вторую половину дня я тратил на телефонные звонки и другую деятельность, не требующую особой концентрации внимания.
Самый эффективный дневной отдых – это полуторачасовой сон между 13:00 и 15:00 – традиционное время сиесты. Именно в это время тело особенно жаждет сна. Если дневной сон не превышает 30 минут (так называемый энергосон , или рower nap ), то мы не переходим к более глубоким третьей и четвертой фазам сна. В результате мы находимся в ясном сознании сразу же по пробуждении, чувствуем себя отдохнувшими и способны лучше сосредоточиться.
Единственно верным решением нехватки сна является ранний отход ко сну, включая подготовку продолжительностью 30–45 минут до того, как лечь в постель. Алкоголь является быстродействующим успокоительным, но в итоге может вызвать неглубокий и недостаточный сон.
Уонсинк упоминает об ограниченном запасе силы воли и самодисциплины, который истощается с каждым актом саморегулирования. И чем больше энергии мы тратим, отказываясь от определенных продуктов, тем меньше ее остается на выполнение более важных задач в нашей жизни.
Последней составляющей правильного питания можно назвать отсутствие постоянного сопротивления удовольствию. Это подразумевает включение любимой нами сладкой и жирной пищи в рацион питания, но в ограниченном и умеренном количестве. Для осуществления этого мы должны заменить наши привычки и импульсивное поведение на более осознанные.
У сотрудников, знающих, что вознаграждение пропорционально количеству отработанных часов, отсутствует стимул работать более эффективно. Люди, постоянно работающие сверхурочно, рассказывали, что уровень их эффективности падает с каждым часом. Кроме того, чем больше времени они проводят на работе, тем выше вероятность, что качество работы пострадает. Компании, практикующие почасовую оплату труда, гарантированно обеспечивают себе и своим сотрудникам низкую эффективность. А клиенты, пользующиеся их услугами, не получают продукт надлежащего качества.
Как у руководителя, ваша первая обязанность в плане восстановления сил – подавать пример. Только в этом случае вы можете обсуждать с подчиненными, насколько эффективно они возобновляют свою физическую энергию. Сделайте акцент на взаимосвязи между высокой производительностью и регулярным восстановлением сил. Стимулируйте людей посещать тренажерный зал в середине дня для повышения эн��ргетического уровня и улучшения концентрации внимания к концу дня. Позвольте им вздремнуть ненадолго, а также периодически делать перерывы в работе. Никогда не затягивайте совещания: они должны и��ти не дольше полутора часов.
На уровне организации должны быть разработаны политика, инструкции и службы для поддержания нового стиля работы, правильного питания, необходимости чередования напряженной работы с перерывами и наличия достаточного количества времени для сна.
Поездки на работу в час пик подрывают производительность труда сотрудников, истощая запасы их энергии в тот период, когда они наиболее активны. Гибкий график, при котором сотрудники могут приезжать на работу после утренних пробок или работать дома, отвечает интересам не только сотрудников, но и организации.
Понедельник – лучший день для решения административных задач, не требующих большого напряжения, таких как постановка целей, организационных работ, планирования. Ко вторнику большинство из нас уже работают на полную мощность. В течение последующих двух дней наши способности по концентрации внимания и вовлеченности в работу находятся на максимально высоком уровне. В эти дни имеет смысл заниматься самыми сложными задачами: взяться за решение наиболее трудных проблем, распределять задания, прорабатывать стратегию, а также заняться коллективным поиском творческих идей. Однако к середине четверга наша энергия начинает убывать. Этот день может быть благоприятным для совещаний, где важно прийти к согласию. К пятнице, особенно ко второй половине дня, мы обычно находимся на самом низком энергетическом уровне. Это хороший день для работы, не ограниченной временными рамками, такой как мозговой штурм, долгосрочное плани��ование, а также для развития отношений в коллективе. Распределение нагрузки с учетом этого графика дает вам возможность воспользоваться всеми преимуществами естественного потока энергии.
Какое влияние оказывает ваша энергия на других? Если вы руководитель, то сила влияния вашей энергии увеличивается за счет вашего положения. После каждого разговора и встречи найдите время, чтобы понять, в каком состоянии ушел от вас собеседник – чувствовал ли он себя лучше или хуже, чем до общения с вами. Независимо от ответа, подумайте, каким образом вы на него повлияли?
Мы можем установить контроль над содержанием историй, которые мы себе рассказываем, причем таким образом, что они станут источником вдохновения, а не разочарования.
«Здоровая самооценка – это способность любить себя со всеми недостатками» . И как бы ни было страшно принять свои недостатки и признать свои ошибки, парадокс заключается в том, что только в этом случае вы заслуживаете большего, а не меньшего уважения.
В 2007 г. компанией Tower’s Perrin было проведено исследование, охватившее 90 000 работников из 18 стран мира, в результате которого стало понятно, что главнейшим стимулом, вызывающим интерес к работе, является искренняя заинтересованность руководства в благосостоянии и самочувствии сотрудников. Репутация компании как отличного работодателя – вот главное при решении остаться на этой работе. Второй по значимости стимул – удовлетворенность сотрудников результатами принимаемых в организации решений. И наконец, третьим стимулом являются хорошие взаимоотношения между начальником и непосредственными подчиненным. Неизбежно напрашивается вывод: искренне оценивая значимость других людей, вы как работодатель получаете огромные дивиденды.
В одном из своих знаменитых исследований Джон Готтман, ведущий специалист в области семейных отношений, вывел формулу успешности брака, согласно которой соотношение положительных и отрицательных взаимоотношений в таком браке составляет пять к одному. Другими словами, чтобы нейтрализовать воздействие одного отрицательного комментария требуется пять положительных.
Многие из нас ассоциируют медитацию с духовными практиками, но на более приземленном уровне это просто тренировка внимания. Самую элементарную форму медитации часто называют «концентрацией». Существует много вариантов этой практики, но самой простой из них такой: сесть удобно и отсчитывать вдохи и выдохи. Для большинства из нас это проще, чем стараться отслеживать, как проходит воздух при вдохе и выдохе. Чем глубже мы дышим, тем больше мы расслабляемся и успокаиваемся и тем легче нам концентрировать внимание на чем-то одном, например на счете.
Запланируйте на этой неделе по меньшей мере полчаса на мозговой штурм какого-нибудь рабочего вопроса. Вы можете облегчить доступ к правому полушарию, если займетесь чем-то другим: например, попробуете помечтать, машинально рисуя карандашом, прогуляетесь по свежему воздуху или сделаете что-то еще, что освободит вас от необходимости непрерывно размышлять над проблемой.
«если ваш менеджер постоянно следит, чем вы заняты, то можно сказать, что никто из вас не выполняет свою работу».
«Задачей работодателя является постановка четких целей и требований к результатам ежедневной, еженедельной, ежемесячной и годовой работы, – объясняют они. – Самое простое определение программы ROWE заключается в том, что каждый человек обладает свободой делать, что он хочет, когда он хочет, до тех пор пока работа выполняется. Все остальное – когда он приходит на работу, сколько времени проводит на рабочем месте, сколько длится его обед – больше не волнует работодателя. Смысл заключается в переключении концентрации внимания на работу».
Если вы оцениваете степень значимости таких жизненных аспектов, как дети, супруги или здоровье, на 10 баллов в графе 1, но оценка времени и энергии, которые вы им посвящаете, составляет 5 или 6 баллов, что вам необходимо сделать, чтобы ликвидировать этот разрыв? Какой ритуал потребуется создать, чтобы уравновесить то, что вы цените, с тем, как вы к этому относитесь в реальности?
Обзор более 150 исследований на тему лидерства показал, что целостность – то качество, которое сотрудники более всего ценят в своих руководителях. За ней следуют честность и скромность. Другие ценные качества включают в себя заботу и признательность, уважение к людям, справедливость, умени�� слушать и слышать.
Чувствуете ли вы гордость, что работаете в этой компании, именно благодаря установленным в ней ценностям и целям? И если это не совсем так, то что должна сделать – или, наоборот, перестать делать – ваша организация, чтобы стать такой, в которой бы вам хотелось работать?
Лидеры, стремящиеся избегать конфликтов, порой наносят больший вред, чем действующие более прямолинейно. Главным ключом к успеху является их умение установить равновесие между честностью и признательностью, принимая во внимание значимость каждого человека, даже в случае выражения претензий в его адрес.
Институт Гэллапа пришел к заключению, что единственным и наиболее важным показателем того, будут ли сотрудники продолжать работать в компании, является качество взаимоотношений с их непосредственным руководителем.
«Невозможно описать все с точки зрения науки, да и бессмысленно; не имеет смысла описывать симфонию Бетховена как изменение волнового давления», – писал Эйнштейн.
Практически стало аксиомой, что чем напряженнее мы работаем, тем меньше мы замечаем наши чувства.
Как утверждал философ Грегори Бейтсон, «существует некий предел, после превышения которого всё приносит вред, что бы это ни было: кислород, сон, психотерапия, философия». Честность без сострадания превращается в жестокость. Упорство, твердость воли, не разбавленные гибкостью, трансформируются в косность. Уверенность, не смягченная смирением, – это самоуверенность. Смелость без благоразумия становится безрассудством.
«Любить самого себя очень непросто, – пишет психолог Джеймс Хиллман, – потому что это означает любить себя всего, включая и теневую сторону, качества души, непризнанные в социальном плане.
95 % людей, сидевших на диете, со временем набирают прежний вес, а многие набирают даже больше, чем потеряли.
«Иными словами, – говорит Баумейстер, – у каждого из нас есть некий запас воли и дисциплины, который расходуется при совершении любого поступка, требующего осознанного самоконтроля, будь то сопротивление желанию съесть печенье, решение головоломки или нечто другое. Вероятно, все формы самоконтроля подпитываются из общего ресурса, который достаточно ограничен и поэтому быстро истощается».
Утверждение о том, что мы должны развивать привычку осознавать каждое действие, глубоко ошибочно. Верно обратное. Развитие цивилизации стало возможным благодаря увеличению числа жизненно важных действий, которые мы совершаем не думая.
Существует мнение, что на приобретение новой привычки требуется от 21 до 30 дней. Мы не нашли достоверных исследований, подтверждающих это мнение. Наш опыт показывает, что не существует определенного периода, необходимого для закрепления новой привычки. Все зависит от сложности задачи, степени мотивации и частоты практики. Внедрение в жизнь нового ритуала может занять и пару недель, и несколько месяцев. Но даже в этом случае в течение года можно выработать лишь несколько новых привычек, одну за другой.
Следующим правилом успешного построения ритуалов является необходимость заручиться поддержкой окружающих. Если вы берете на себя обязательство изменить какую-то привычку в присутствии другого человека, ваш уровень ответственности возрастает.
Наилучший способ заснуть естественным путем – начать успокаиваться за полчаса или час до того, как вы собираетесь лечь спать. Это означает отказаться от чего-либо стимулирующего, возбуждающего перед сном – электронной почты и Интернета, детективных романов, эмоциональных разговоров, а отдать предпочтение чему-то расслабляющему: например, выпить стакан молока или травяного чая, принять ванну или душ, послушать музыку или же почитать скучную книгу.
Так как чувство расслабленности очень важно для сна, целесообразно «поставить на стоянку» все ваши тревоги, перед тем как лечь спать. Техника простая: прежде чем лечь спать, вы записываете на листе бумаги или в блокноте, что вас беспокоит. Как признают многие из наших клиентов, эта методика оказалась удивительно мощным средством на время отложить в сторону заботы, которые в противном случае не давали им уснуть. Излагая в письменном виде то, что вас волнует, вы этим разрешаете своему мозгу убрать все из сознания. Подобная методика может быть использована и в том случае, когда вы просыпаетесь среди ночи с мыслями о чем-то и не можете заснуть.
Примерно каждые 90 минут открывались, как назвал их Лави, «ворота сна». В течение последующих 30 минут вероятность заснуть у участников эксперимента значительно повысилась по сравнению с другими периодами времени. Это убедительно доказывало существование ультрадианного ритма и цикличной природы нашей активности и утомляемости в течение дня.
Ученые обнаружили, что наиболее успешные профессионалы во многих областях деятельности, начиная от шахмат, спорта и заканчивая научными исследованиями, склонны к цикличности в работе: они напряженно трудятся в течение 90 минут, а затем делают перерыв.
Мой день состоит из трех или четырех полуторачасовых рабочих периодов, которые я для себя обозначил как ультрадианный «спринт». Теперь, когда я пишу, то отключаю электронную почту, не отвечаю на телефонные звонки и стараюсь как можно лучше сфокусироваться на своей цели. После полутора часов работы я делаю перерыв, чтобы восстановить силы. Во время первого такого перерыва я завтракаю. Во время второго – делаю 30- или 40-минутную пробежку, а во время третьего – обедаю и читаю. Если я вновь садился за книгу, то после этого делал силовые упражнения или медитировал. Но обычно вторую половину дня я тратил на телефонные звонки и другую деятельность, не требующую особой концентрации внимания.
Самый эффективный дневной отдых – это полуторачасовой сон между 13:00 и 15:00 – традиционное время сиесты. Именно в это время тело особенно жаждет сна. Если дневной сон не превышает 30 минут (так называемый энергосон , или рower nap ), то мы не переходим к более глубоким третьей и четвертой фазам сна. В результате мы находимся в ясном сознании сразу же по пробуждении, чувствуем себя отдохнувшими и способны лучше сосредоточиться.
Единственно верным решением нехватки сна является ранний отход ко сну, включая подготовку продолжительностью 30–45 минут до того, как лечь в постель. Алкоголь является быстродействующим успокоительным, но в итоге может вызвать неглубокий и недостаточный сон.
Уонсинк упоминает об ограниченном запасе силы воли и самодисциплины, который истощается с каждым актом саморегулирования. И чем больше энергии мы тратим, отказываясь от определенных продуктов, тем меньше ее остается на выполнение более важных задач в нашей жизни.
Последней составляющей правильного питания можно назвать отсутствие постоянного сопротивления удовольствию. Это подразумевает включение любимой нами сладкой и жирной пищи в рацион питания, но в ограниченном и умеренном количестве. Для осуществления этого мы должны заменить наши привычки и импульсивное поведение на более осознанные.
У сотрудников, знающих, что вознаграждение пропорционально количеству отработанных часов, отсутствует стимул работать более эффективно. Люди, постоянно работающие сверхурочно, рассказывали, что уровень их эффективности падает с каждым часом. Кроме того, чем больше времени они проводят на работе, тем выше вероятность, что качество работы пострадает. Компании, практикующие почасовую оплату труда, гарантированно обеспечивают себе и своим сотрудникам низкую эффективность. А клиенты, пользующиеся их услугами, не получают продукт надлежащего качества.
Как у руководителя, ваша первая обязанность в плане восстановления сил – подавать пример. Только в этом случае вы можете обсуждать с подчиненными, насколько эффективно они возобновляют свою физическую энергию. Сделайте акцент на взаимосвязи между высокой производительностью и регулярным восстановлением сил. Стимулируйте людей посещать тренажерный зал в середине дня для повышения эн��ргетического уровня и улучшения концентрации внимания к концу дня. Позвольте им вздремнуть ненадолго, а также периодически делать перерывы в работе. Никогда не затягивайте совещания: они должны и��ти не дольше полутора часов.
На уровне организации должны быть разработаны политика, инструкции и службы для поддержания нового стиля работы, правильного питания, необходимости чередования напряженной работы с перерывами и наличия достаточного количества времени для сна.
Поездки на работу в час пик подрывают производительность труда сотрудников, истощая запасы их энергии в тот период, когда они наиболее активны. Гибкий график, при котором сотрудники могут приезжать на работу после утренних пробок или работать дома, отвечает интересам не только сотрудников, но и организации.
Понедельник – лучший день для решения административных задач, не требующих большого напряжения, таких как постановка целей, организационных работ, планирования. Ко вторнику большинство из нас уже работают на полную мощность. В течение последующих двух дней наши способности по концентрации внимания и вовлеченности в работу находятся на максимально высоком уровне. В эти дни имеет смысл заниматься самыми сложными задачами: взяться за решение наиболее трудных проблем, распределять задания, прорабатывать стратегию, а также заняться коллективным поиском творческих идей. Однако к середине четверга наша энергия начинает убывать. Этот день может быть благоприятным для совещаний, где важно прийти к согласию. К пятнице, особенно ко второй половине дня, мы обычно находимся на самом низком энергетическом уровне. Это хороший день для работы, не ограниченной временными рамками, такой как мозговой штурм, долгосрочное плани��ование, а также для развития отношений в коллективе. Распределение нагрузки с учетом этого графика дает вам возможность воспользоваться всеми преимуществами естественного потока энергии.
Какое влияние оказывает ваша энергия на других? Если вы руководитель, то сила влияния вашей энергии увеличивается за счет вашего положения. После каждого разговора и встречи найдите время, чтобы понять, в каком состоянии ушел от вас собеседник – чувствовал ли он себя лучше или хуже, чем до общения с вами. Независимо от ответа, подумайте, каким образом вы на него повлияли?
Мы можем установить контроль над содержанием историй, которые мы себе рассказываем, причем таким образом, что они станут источником вдохновения, а не разочарования.
«Здоровая самооценка – это способность любить себя со всеми недостатками» . И как бы ни было страшно принять свои недостатки и признать свои ошибки, парадокс заключается в том, что только в этом случае вы заслуживаете большего, а не меньшего уважения.
В 2007 г. компанией Tower’s Perrin было проведено исследование, охватившее 90 000 работников из 18 стран мира, в результате которого стало понятно, что главнейшим стимулом, вызывающим интерес к работе, является искренняя заинтересованность руководства в благосостоянии и самочувствии сотрудников. Репутация компании как отличного работодателя – вот главное при решении остаться на этой работе. Второй по значимости стимул – удовлетворенность сотрудников результатами принимаемых в организации решений. И наконец, третьим стимулом являются хорошие взаимоотношения между начальником и непосредственными подчиненным. Неизбежно напрашивается вывод: искренне оценивая значимость других людей, вы как работодатель получаете огромные дивиденды.
В одном из своих знаменитых исследований Джон Готтман, ведущий специалист в области семейных отношений, вывел формулу успешности брака, согласно которой соотношение положительных и отрицательных взаимоотношений в таком браке составляет пять к одному. Другими словами, чтобы нейтрализовать воздействие одного отрицательного комментария требуется пять положительных.
Многие из нас ассоциируют медитацию с духовными практиками, но на более приземленном уровне это просто тренировка внимания. Самую элементарную форму медитации часто называют «концентрацией». Существует много вариантов этой практики, но самой простой из них такой: сесть удобно и отсчитывать вдохи и выдохи. Для большинства из нас это проще, чем стараться отслеживать, как проходит воздух при вдохе и выдохе. Чем глубже мы дышим, тем больше мы расслабляемся и успокаиваемся и тем легче нам концентрировать внимание на чем-то одном, например на счете.
Запланируйте на этой неделе по меньшей мере полчаса на мозговой штурм какого-нибудь рабочего вопроса. Вы можете облегчить доступ к правому полушарию, если займетесь чем-то другим: например, попробуете помечтать, машинально рисуя карандашом, прогуляетесь по свежему воздуху или сделаете что-то еще, что освободит вас от необходимости непрерывно размышлять над проблемой.
«если ваш менеджер постоянно следит, чем вы заняты, то можно сказать, что никто из вас не выполняет свою работу».
«Задачей работодателя является постановка четких целей и требований к результатам ежедневной, еженедельной, ежемесячной и годовой работы, – объясняют они. – Самое простое определение программы ROWE заключается в том, что каждый человек обладает свободой делать, что он хочет, когда он хочет, до тех пор пока работа выполняется. Все остальное – когда он приходит на работу, сколько времени проводит на рабочем месте, сколько длится его обед – больше не волнует работодателя. Смысл заключается в переключении концентрации внимания на работу».
Если вы оцениваете степень значимости таких жизненных аспектов, как дети, супруги или здоровье, на 10 баллов в графе 1, но оценка времени и энергии, которые вы им посвящаете, составляет 5 или 6 баллов, что вам необходимо сделать, чтобы ликвидировать этот разрыв? Какой ритуал потребуется создать, чтобы уравновесить то, что вы цените, с тем, как вы к этому относитесь в реальности?
Обзор более 150 исследований на тему лидерства показал, что целостность – то качество, которое сотрудники более всего ценят в своих руководителях. За ней следуют честность и скромность. Другие ценные качества включают в себя заботу и признательность, уважение к людям, справедливость, умени�� слушать и слышать.
Чувствуете ли вы гордость, что работаете в этой компании, именно благодаря установленным в ней ценностям и целям? И если это не совсем так, то что должна сделать – или, наоборот, перестать делать – ваша организация, чтобы стать такой, в которой бы вам хотелось работать?
Лидеры, стремящиеся избегать конфликтов, порой наносят больший вред, чем действующие более прямолинейно. Главным ключом к успеху является их умение установить равновесие между честностью и признательностью, принимая во внимание значимость каждого человека, даже в случае выражения претензий в его адрес.
July 30, 2013
This book seems to be _The Power of Full Engagement_ all over again. I'd be hard-pressed to identify any differences. But, since I "read" that one on audio, I never felt like I fully absorbed it, so I've been meaning to read it again anyway.
The premise is simple: instead of rushing around frantically and/or making ourselves sit at our desks longer in attempt to get more done, we need to get more efficient. That happens by working in sprints followed by breaks; getting enough sleep; eating well; exercising; helping ourselves find ways to feel safe, accepted, and secure; focusing deeply when we're working; allowing time for big-picture thinking and inspiration; and working in harmony with our values and higher sense of purpose.
It's really good stuff. I knew about it from before, when I read _The Power of Full Engagement_, and I believe it's true, but somehow I've had a really hard time implementing it. I've been so burned out, when I read the description of burnout mode, I cried.
I know I get more done if I take care of myself. More importantly, I love my life if I get enough sleep and hate it if I don't. Yet, I still stay up late a lot of the time. I guess it's just that I've used up all my self-discipline by the time it's time to go to bed?
Anyway, this is a great book. So many companies do the opposite of applying these principles--that's one thing that frustrated the hell out of me about my last job. This stuff is free, it's the right thing to do, it's better for the employees, and it's better for the company! Everybody wins, so why do so many places seem so determined to do the opposite?
Working for myself, I have the flexibility to do as much of this as I want. I'm determined to implement this stuff and be a fantastic employer for myself. I love what I do; it's a waste to let how I work turn it into drudgery.
Notes:
p. 43 "What do you want, and what will you do to avoid getting it?" We have a natural tendency to preserve the status quo.
1. What do you want? (desired new outcome) (ex. do more single-task focus on most important work)
2. What are you currently doing/not doing to keep that from happening? (ex. constantly checking email, not defining priorities, multitasking)
3. What does #2 buy you? (ex. feeling in control, avoiding working on yucky stuff)
4. Define the big assumption behind the #3 stuff? (ex. "If I focus on one task, I'll be overwhelmed by all the other tasks that pile up while I'm not looking." or "I won't be there for my clients." or "People will make decisions without me.")
If you can dispute the fears and find a way to do what you want while minimizing the negatives, you're more likely to actually do it.
p. 70
Intermittent renewal is very powerful, even if it's just something tiny. Here's one: breathe in through your nose for three counts and out through your mouth for six counts. => Significant relaxation in 30-60 seconds.
Afternoon walk or nap can give you a whole 'nother chunk of work day that's as awesome as the morning.
p. 138-9
"Above all other stresses, it's the feeling of being personally criticized that appears to take the greatest toll on our bodies, and on our ability to think clearly. In a meta-analysis of 208 stress-related studies, the researchers Margaret Kemeny and Sally Dickerson found that the highest rises in cortisol levels--the most extreme fight-or-flight responses--are prompted by 'threats to one's social self, or threat to one's social acceptance, esteem, and status.'" Impersonal stressor like annoying alarm => elevated levels for <= 40 minutes. Personal stressor => levels still elevated after over an hour.
Maslow defined belongingness as the most important need after safety--almost as compelling a need as food.
Some common triggers: being spoken to disrespectfully, unfair treatment, feeling unappreciated, not feeling heard or listened to, not getting credit for your work, being kept waiting, criticism or blame, unrealistic deadlines, know-it-alls.
p. 171
Victim mode and hiding from the truth is hopeless. "[Realistic optimism] requires facing the facts, no matter how brutal they may be, and then having the faith and the focus to find the best possible solution--the same approach James Stockdale adopted as a prisoner of war." (p. 151: Stockdale was a prisoner of war for seven years, tortured, kept in solitary confinement, etc. "'I never lost faith in the end of the story,' Stockdale told Collins. 'I never doubted not only that I would get out, but also that I would prevail in the end and turn the event into the defining event of my life.... You must never confuse faith that you will prevail in the end--which you can never afford to lose--with the discipline to confront the most brutal facts of your current reality, whatever they might be.'" (Good to Great))
p. 227
One company plans projects in 3-week sprints, each followed by a recovery period with a chance to zoom out and make sure they're on the right track. That's kind of what I've been doing by accident--maybe do it on purpose to take advantage of knowing a break is coming?
The premise is simple: instead of rushing around frantically and/or making ourselves sit at our desks longer in attempt to get more done, we need to get more efficient. That happens by working in sprints followed by breaks; getting enough sleep; eating well; exercising; helping ourselves find ways to feel safe, accepted, and secure; focusing deeply when we're working; allowing time for big-picture thinking and inspiration; and working in harmony with our values and higher sense of purpose.
It's really good stuff. I knew about it from before, when I read _The Power of Full Engagement_, and I believe it's true, but somehow I've had a really hard time implementing it. I've been so burned out, when I read the description of burnout mode, I cried.
I know I get more done if I take care of myself. More importantly, I love my life if I get enough sleep and hate it if I don't. Yet, I still stay up late a lot of the time. I guess it's just that I've used up all my self-discipline by the time it's time to go to bed?
Anyway, this is a great book. So many companies do the opposite of applying these principles--that's one thing that frustrated the hell out of me about my last job. This stuff is free, it's the right thing to do, it's better for the employees, and it's better for the company! Everybody wins, so why do so many places seem so determined to do the opposite?
Working for myself, I have the flexibility to do as much of this as I want. I'm determined to implement this stuff and be a fantastic employer for myself. I love what I do; it's a waste to let how I work turn it into drudgery.
Notes:
p. 43 "What do you want, and what will you do to avoid getting it?" We have a natural tendency to preserve the status quo.
1. What do you want? (desired new outcome) (ex. do more single-task focus on most important work)
2. What are you currently doing/not doing to keep that from happening? (ex. constantly checking email, not defining priorities, multitasking)
3. What does #2 buy you? (ex. feeling in control, avoiding working on yucky stuff)
4. Define the big assumption behind the #3 stuff? (ex. "If I focus on one task, I'll be overwhelmed by all the other tasks that pile up while I'm not looking." or "I won't be there for my clients." or "People will make decisions without me.")
If you can dispute the fears and find a way to do what you want while minimizing the negatives, you're more likely to actually do it.
p. 70
Intermittent renewal is very powerful, even if it's just something tiny. Here's one: breathe in through your nose for three counts and out through your mouth for six counts. => Significant relaxation in 30-60 seconds.
Afternoon walk or nap can give you a whole 'nother chunk of work day that's as awesome as the morning.
p. 138-9
"Above all other stresses, it's the feeling of being personally criticized that appears to take the greatest toll on our bodies, and on our ability to think clearly. In a meta-analysis of 208 stress-related studies, the researchers Margaret Kemeny and Sally Dickerson found that the highest rises in cortisol levels--the most extreme fight-or-flight responses--are prompted by 'threats to one's social self, or threat to one's social acceptance, esteem, and status.'" Impersonal stressor like annoying alarm => elevated levels for <= 40 minutes. Personal stressor => levels still elevated after over an hour.
Maslow defined belongingness as the most important need after safety--almost as compelling a need as food.
Some common triggers: being spoken to disrespectfully, unfair treatment, feeling unappreciated, not feeling heard or listened to, not getting credit for your work, being kept waiting, criticism or blame, unrealistic deadlines, know-it-alls.
p. 171
Victim mode and hiding from the truth is hopeless. "[Realistic optimism] requires facing the facts, no matter how brutal they may be, and then having the faith and the focus to find the best possible solution--the same approach James Stockdale adopted as a prisoner of war." (p. 151: Stockdale was a prisoner of war for seven years, tortured, kept in solitary confinement, etc. "'I never lost faith in the end of the story,' Stockdale told Collins. 'I never doubted not only that I would get out, but also that I would prevail in the end and turn the event into the defining event of my life.... You must never confuse faith that you will prevail in the end--which you can never afford to lose--with the discipline to confront the most brutal facts of your current reality, whatever they might be.'" (Good to Great))
p. 227
One company plans projects in 3-week sprints, each followed by a recovery period with a chance to zoom out and make sure they're on the right track. That's kind of what I've been doing by accident--maybe do it on purpose to take advantage of knowing a break is coming?
January 10, 2011
Generally, I record my book reviews on Goodreads but this book by Tony Schwartz was so close to the core mission of BatesHook that I wanted to share it with a wier audience.
The basic premise of the book is: 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."
Below are a few of the big ideas that resonated with me:
" Rather than trying to get more out of people, organizations are better served by investing more in them and meeting their multidimensional needs in order to fuel greater engagement and more sustainable high performance."
"We think of leaders as "chief energy officers." The core challenge for leaders is to recruit, mobilize, inspire, focus, and regularly refuel the energy of those they lead."
"Our core emotional need is to feel secure - to be valued and appreciated. The more we feel our value is at risk, the more energy we spend defending it and the less energy we have available to create value."
"When we default reactively to telling negative stories, we almost invariably assign ourselves the role of victim. It feels better not to blame ourselves for disappointments, but the victim role undermines our power to influence our circumstances. The alternative is to intentionally look for where our responsibility lies in any given situation - and then take remedial action on any part of it that we're in a position to influence."
"The key capacities of the right hemisphere - creative and big-picture thinking, openness to learning, and empathy - are a largely untapped source of competitive advantage, both for individuals and for organizations."
"Deeply held values define the person you aspire to be. They're what we're rooted in and what we stand for - an internal compass that helps us navigate the storms and the choices we all inevitably face."
"There's a deep disconnect between what many companies say they stand for and what they actually do. This disconnect takes a toll on employee engagement, on productivity, and ultimately on organizational success."
"A new way of working ultimately requires an evolutionary shift in the center of gravity of our lives - from "me" to "us".
This is a mature book, deeply rooted in research and real-life examples. It's for anyone that feels that we're in the middle of a transformative revolution and doesn't have an internal blueprint how to work and live in/with this new reality. The content is not limited to workplace issues, it deals with the much bigger issue of becoming a better person and leading a fulfilling life.
Highly recommended.
The basic premise of the book is: 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."
Below are a few of the big ideas that resonated with me:
" Rather than trying to get more out of people, organizations are better served by investing more in them and meeting their multidimensional needs in order to fuel greater engagement and more sustainable high performance."
"We think of leaders as "chief energy officers." The core challenge for leaders is to recruit, mobilize, inspire, focus, and regularly refuel the energy of those they lead."
"Our core emotional need is to feel secure - to be valued and appreciated. The more we feel our value is at risk, the more energy we spend defending it and the less energy we have available to create value."
"When we default reactively to telling negative stories, we almost invariably assign ourselves the role of victim. It feels better not to blame ourselves for disappointments, but the victim role undermines our power to influence our circumstances. The alternative is to intentionally look for where our responsibility lies in any given situation - and then take remedial action on any part of it that we're in a position to influence."
"The key capacities of the right hemisphere - creative and big-picture thinking, openness to learning, and empathy - are a largely untapped source of competitive advantage, both for individuals and for organizations."
"Deeply held values define the person you aspire to be. They're what we're rooted in and what we stand for - an internal compass that helps us navigate the storms and the choices we all inevitably face."
"There's a deep disconnect between what many companies say they stand for and what they actually do. This disconnect takes a toll on employee engagement, on productivity, and ultimately on organizational success."
"A new way of working ultimately requires an evolutionary shift in the center of gravity of our lives - from "me" to "us".
This is a mature book, deeply rooted in research and real-life examples. It's for anyone that feels that we're in the middle of a transformative revolution and doesn't have an internal blueprint how to work and live in/with this new reality. The content is not limited to workplace issues, it deals with the much bigger issue of becoming a better person and leading a fulfilling life.
Highly recommended.
March 29, 2023
So this book is good! It is very basic: we all know information in here: we all know that productivity and happiness at work will be higher if we take care of ourselves first.
This book just brings it all together with a bit of background information. I think books like this are great, and I think generally everyone who reads this does not lose anything, but rather gains a new perspective on their work and possibly motivation to change.
In short: sleep, move, eat, take breaks, reflect, and have integrity.
What I don't love about this book is how sometimes correlation is mistaken with causation. For example, it will say that people who sleep more are better leaders. I think the casual connection is logical, we all think that more sleep is beneficial. But this is a purely observational result and was not tested in a casual effect (RCT study!) and it gets more problematic when it comes to statements on eating habits, movement, or mental health practices.
Of course, the author might have better casual evidence and just not used it in text. There are a lot of sources at the end of the book! But all of them are further books, rather than peer-reviewed studies. So it is hard to check.
I know I have high standards for this book. My classmate is praising it so much, that I thought it will be perfect. But hey, I am still giving it 4 stars! It is good.
Another thing I did not love, is the general assumption. But to be fair, the premise of the book is pretty clear, I should not have picked this book up, if I did not want to hear about productivity and high-achievers only.
I just wonder where are consideration of privilege? What about people who can not easily make changes to their own habits or the company because of external factors. E.g. a lack of money, lack of influence due to belonging to a marginalized community. Why would the author not talk about sexual, racial, ableist discrimination at the work place and how that affects productivity and mental health. Why do we assume that people have nothing else going on in their lives but work and maybe family?
Again, there was more potential to this book.
This book just brings it all together with a bit of background information. I think books like this are great, and I think generally everyone who reads this does not lose anything, but rather gains a new perspective on their work and possibly motivation to change.
In short: sleep, move, eat, take breaks, reflect, and have integrity.
What I don't love about this book is how sometimes correlation is mistaken with causation. For example, it will say that people who sleep more are better leaders. I think the casual connection is logical, we all think that more sleep is beneficial. But this is a purely observational result and was not tested in a casual effect (RCT study!) and it gets more problematic when it comes to statements on eating habits, movement, or mental health practices.
Of course, the author might have better casual evidence and just not used it in text. There are a lot of sources at the end of the book! But all of them are further books, rather than peer-reviewed studies. So it is hard to check.
I know I have high standards for this book. My classmate is praising it so much, that I thought it will be perfect. But hey, I am still giving it 4 stars! It is good.
Another thing I did not love, is the general assumption. But to be fair, the premise of the book is pretty clear, I should not have picked this book up, if I did not want to hear about productivity and high-achievers only.
I just wonder where are consideration of privilege? What about people who can not easily make changes to their own habits or the company because of external factors. E.g. a lack of money, lack of influence due to belonging to a marginalized community. Why would the author not talk about sexual, racial, ableist discrimination at the work place and how that affects productivity and mental health. Why do we assume that people have nothing else going on in their lives but work and maybe family?
Again, there was more potential to this book.
July 30, 2018
Good book, describing inner needs to excel. From physical needs(which were pretty un-exciting to read) to the emotional and spiritual , which is the part this book excel.
I Listened this book twice , guess I really liked it :-)
I Listened this book twice , guess I really liked it :-)
May 9, 2014
No career automatically provides a purpose, but no job precludes our finding a purpose in it either. It isn't the role we fill that prompts a sense of purpose but how we choose to approach whatever work we do.
The bigger the reservoir of value of value and well-being, the less emotionally vulnerable we are to everyday challenges.
Our core mental need is self-expression, the freedom to put our unique skills and talents to effective use in the world.
Selflessness can be as, if not more costly than selfishness. Compassion fatigue occurs if one does not renew themselves regularly.
Is the life you're leading worth the price you're paying to live it?
Seeing more depends on excluding less. Be comfortable with contradictions.
Commitment to the status quo: Inertia to change, and fear of success.
It's difficult and counter-intuitive to push ourselves to the very limits of our capacity, invoking primitive survival fears. But its also the most efficient way to build strength.
From an energy perspective the key to nutrition is a stable, steady level of blood sugar.
Focusing on not eating eventually pushes us to eat more. Feeling deprived only increases the reward of food, eventually giving way to indulgence then abandon.
Be the kind of leader that inspires yourself. Do the people you interact with walk away feeling better?
Bad is a stronger trigger than good. No one has a difficult time remembering a recent trigger.
Most can be traced to the feeling of having been devalued or diminished by someone else's words.
Greed can show up in everything from unwilling to delegate, or the hoarding of information. Envy is greed directed at what others have that we want. "We all have strength enough to endure the troubles of others.
A story is something we create to make sense of (not necessarily connected) facts. It is not necessarily true, so don't behave like it is. (Agreement 3: Don't make assumptions. Test them.)
Try not to avoid conflict, simmering tensions are worst than open, honest communication.
Information consumes the attention of its recipients. Hence a wealth of information creates of poverty of attention. - Herbert Simon
Left brain does text, right brain does context.
Multitasking doesn't work as well because of limited working memory.
Only those that will risk going too far can possibly find out how far they can go.
Regularly asking yourself what you stand for and how you want to behave as a result - resisting the default into denial and self-deception - is the key to growing, learning and evolving.
The bigger the reservoir of value of value and well-being, the less emotionally vulnerable we are to everyday challenges.
Our core mental need is self-expression, the freedom to put our unique skills and talents to effective use in the world.
Selflessness can be as, if not more costly than selfishness. Compassion fatigue occurs if one does not renew themselves regularly.
Is the life you're leading worth the price you're paying to live it?
Seeing more depends on excluding less. Be comfortable with contradictions.
Commitment to the status quo: Inertia to change, and fear of success.
It's difficult and counter-intuitive to push ourselves to the very limits of our capacity, invoking primitive survival fears. But its also the most efficient way to build strength.
From an energy perspective the key to nutrition is a stable, steady level of blood sugar.
Focusing on not eating eventually pushes us to eat more. Feeling deprived only increases the reward of food, eventually giving way to indulgence then abandon.
Be the kind of leader that inspires yourself. Do the people you interact with walk away feeling better?
Bad is a stronger trigger than good. No one has a difficult time remembering a recent trigger.
Most can be traced to the feeling of having been devalued or diminished by someone else's words.
Greed can show up in everything from unwilling to delegate, or the hoarding of information. Envy is greed directed at what others have that we want. "We all have strength enough to endure the troubles of others.
A story is something we create to make sense of (not necessarily connected) facts. It is not necessarily true, so don't behave like it is. (Agreement 3: Don't make assumptions. Test them.)
Try not to avoid conflict, simmering tensions are worst than open, honest communication.
Information consumes the attention of its recipients. Hence a wealth of information creates of poverty of attention. - Herbert Simon
Left brain does text, right brain does context.
Multitasking doesn't work as well because of limited working memory.
Only those that will risk going too far can possibly find out how far they can go.
Regularly asking yourself what you stand for and how you want to behave as a result - resisting the default into denial and self-deception - is the key to growing, learning and evolving.
May 28, 2012
This is designed as a self-help style book for corporate people who are burnt out. Not something I would normally pick up since I don't work in the corporate sector, but I think that the theoretical base of this book is really important for ALL people in our busy, stressed-out culture. I would definitely recommend you read this book if you feel overwhelmed or unsatisfied in your current work life.
Basically, Schwartz argues that we don't work in ways that allow us to be our most creative or effective or happy and at great cost. A few of the things he discusses include: how multi-tasking doesn't work; our true attention spans; how nutrition, fitness, and sleep are tied to productivity; and how culture of feedback, support, and innovation can make a workplace more enjoyable and effective.
I did a book club around this book with other Teach for America teachers and one of our biggest take-aways was that it give the reader permission to make the adjustments that we inherently know are better for us.
If you don't have time to read the whole book, I definitely recommend reading the first section. It explains the rationale for the book and also describes the solutions in more general terms. The later chapters get into specific suggestions regarding sleep, nutrition, work scheduling, taking time off, building in time for innovation, giving feedback, etc.
Basically, Schwartz argues that we don't work in ways that allow us to be our most creative or effective or happy and at great cost. A few of the things he discusses include: how multi-tasking doesn't work; our true attention spans; how nutrition, fitness, and sleep are tied to productivity; and how culture of feedback, support, and innovation can make a workplace more enjoyable and effective.
I did a book club around this book with other Teach for America teachers and one of our biggest take-aways was that it give the reader permission to make the adjustments that we inherently know are better for us.
If you don't have time to read the whole book, I definitely recommend reading the first section. It explains the rationale for the book and also describes the solutions in more general terms. The later chapters get into specific suggestions regarding sleep, nutrition, work scheduling, taking time off, building in time for innovation, giving feedback, etc.
June 28, 2011
This is a very helpful book. Not that anything he says is revolutionary, but he does bring it together in way that makes you think. He covers everything from taking breaks at work, to eating right, to exercising and a myriad of other factors that sap our energy and make us less of the person we want to be. His basic premise is that because we think we need to work harder and longer hours, we are not actually doing good work anymore. He talks about the work he has done with many big corporations, which gives some validation to what he is saying. I came away with several ideas that I would like to work on for myself and those I supervise. Much of what he talks about bucks the American ideal of what corporate life should be like and will take a huge culture shift to see it be more universally accepted, but it would be nice. I think people would be happier and healthier in the long run.
June 3, 2013
DOes the book have a lot of useful information? Yes. But the way it's presented is long winded, repetitive, and annoying. I got approximately 61% of the way through the book (according to Kindle), and I just couldn't take anymore.
There's nothing wrong with the book, I just can't stand the author's writing style.
There's nothing wrong with the book, I just can't stand the author's writing style.
March 9, 2020
Be Excellent At Anything: The Way We’re Working Isn’t Working
Four primary needs: physical, emotional, mental, and spiritual.
Physical: nutrition, fitness, sleep, and rest. renewal that is active or passive.
In order to think more creatively, strategically, and imaginatively, we should cultivate attention to the right hemisphere of the brain.
Is the life you’re leading worth the price you’re paying to live it?
extroverted/introspective, decisive/open minded, confident/humble, logical/intuitive, tactical/reflective, pragmatic/visionary, discerning/accepting, honest/compassionate, courageous/prudent, tenacious/flexible, tough-minded/empathetic. Circle which quality you value more. It’s actually a good leader who moves fluidly between both.
Study shows that asking students when and where they’d do their writing led to completing the assigned task (specificity in accountability is key)
We derive a sense of safety from doing what we’ve always done, even if it’s suboptimal and even if it has the potential to damage us in the long run. (Why we hate change, are creatures of habit)
Best nap is 90 minutes between 1 and 3pm. (SWS, REM)
How much you move affects your strength, your power, your balance, how you look, how you think, how well you withstand the winds and rain of life and how long you will stand. Everyone needs concentrated doses of several kinds of movement to remain fully functional. The more sedentary we become, the more we begin to avoid exercise, and then we burn fewer calories, gain weight, lose strength, endurance, and flexibility and find it increasingly difficult and uncomfortable to move.
Those who exercise have a 55% lower risk of early death (same-gender twins in Finland study, 15,000 sample size)
Interval training is good.
It’s not the turtle, but the hare, who balances intense bursts of energy with intermittent recovery that wins the race of life.
Tuesday and Wednesday are best flow day for meetings. Early Monday and late Friday are our lowest energy points typically. Design your work flow and your teams with these rhythms in mind (weekly pulse chart)
Psychologically, negativity bias is when human minds react to bad things more quickly, strongly, and persistently than to equivalent good things. We focus on negative comments, etc. Studies show losing something make us far unhappier than acquiring the same thing makes us happier.
The best leaders strike a balance between challenging their people to exceed themselves and regularly recognizing and rewarding their accomplishments.
Our responsiveness to distractions is powerfully influenced by our desire for connection and our resistance to discomfort.
In an organization, create clarity around when people are expected to respond to email, and encouraging firm start and stop times for meetings! Encourage intermittent rest and renewal during the day (for whole/part day work).
Vision: Who are we? What do we stand for? What do we really want? What is the purpose beyond our own survival and success?
Four primary needs: physical, emotional, mental, and spiritual.
Physical: nutrition, fitness, sleep, and rest. renewal that is active or passive.
In order to think more creatively, strategically, and imaginatively, we should cultivate attention to the right hemisphere of the brain.
Is the life you’re leading worth the price you’re paying to live it?
extroverted/introspective, decisive/open minded, confident/humble, logical/intuitive, tactical/reflective, pragmatic/visionary, discerning/accepting, honest/compassionate, courageous/prudent, tenacious/flexible, tough-minded/empathetic. Circle which quality you value more. It’s actually a good leader who moves fluidly between both.
Study shows that asking students when and where they’d do their writing led to completing the assigned task (specificity in accountability is key)
We derive a sense of safety from doing what we’ve always done, even if it’s suboptimal and even if it has the potential to damage us in the long run. (Why we hate change, are creatures of habit)
Best nap is 90 minutes between 1 and 3pm. (SWS, REM)
How much you move affects your strength, your power, your balance, how you look, how you think, how well you withstand the winds and rain of life and how long you will stand. Everyone needs concentrated doses of several kinds of movement to remain fully functional. The more sedentary we become, the more we begin to avoid exercise, and then we burn fewer calories, gain weight, lose strength, endurance, and flexibility and find it increasingly difficult and uncomfortable to move.
Those who exercise have a 55% lower risk of early death (same-gender twins in Finland study, 15,000 sample size)
Interval training is good.
It’s not the turtle, but the hare, who balances intense bursts of energy with intermittent recovery that wins the race of life.
Tuesday and Wednesday are best flow day for meetings. Early Monday and late Friday are our lowest energy points typically. Design your work flow and your teams with these rhythms in mind (weekly pulse chart)
Psychologically, negativity bias is when human minds react to bad things more quickly, strongly, and persistently than to equivalent good things. We focus on negative comments, etc. Studies show losing something make us far unhappier than acquiring the same thing makes us happier.
The best leaders strike a balance between challenging their people to exceed themselves and regularly recognizing and rewarding their accomplishments.
Our responsiveness to distractions is powerfully influenced by our desire for connection and our resistance to discomfort.
In an organization, create clarity around when people are expected to respond to email, and encouraging firm start and stop times for meetings! Encourage intermittent rest and renewal during the day (for whole/part day work).
Vision: Who are we? What do we stand for? What do we really want? What is the purpose beyond our own survival and success?
January 9, 2019
In Be Excellent At Anything, Tony Schwartz along with Jean Gomes & Catherine McCarthy points out the flaw in our way of working. In this era of high demand, people often work like a machine until they absolutely burn out (physically and emotionally). This book argues about how people are not designed to work at high speeds, continuously, for long periods of time. Instead, people are designed to spending energy and renewing energy constantly in a span of the day. A concept that often forgets by most.
Formerly known as The Way We’re Working Isn’t Working this book describes the importance of fulfilment of four key sources of energy (physical, emotional, mental, and spiritual) in everyday life. The book also emphasizes how renewing energy constantly will make our effort in work are much effective than before. This book indeed offers a very interesting insight for me about how to utilize my energy optimally when working.
If you still not sure about what resolution to make this year, I think reading this can give you some ideas about what resolution to make for better a personal and work life (In my case, I decided to fix the chaos that is my sleeping schedule after reading this).
I also write an Indonesian review of this book in my blog
Also found Farah on Blogger | Instagram
Formerly known as The Way We’re Working Isn’t Working this book describes the importance of fulfilment of four key sources of energy (physical, emotional, mental, and spiritual) in everyday life. The book also emphasizes how renewing energy constantly will make our effort in work are much effective than before. This book indeed offers a very interesting insight for me about how to utilize my energy optimally when working.
If you still not sure about what resolution to make this year, I think reading this can give you some ideas about what resolution to make for better a personal and work life (In my case, I decided to fix the chaos that is my sleeping schedule after reading this).
I also write an Indonesian review of this book in my blog
Also found Farah on Blogger | Instagram
February 27, 2012
This is a great book to read if you are a manager or hold a leadership position in your job. The book is written by three folks who founded the Energy Project, which works with larger companies to change their cultures in order to create happier and more effective employees. The book is broken into the four needs of employees - physical, emotional, mental, spiritual. They believe that happy and healthy employees = more productivity = more money/success for the company. They have had some big clients like Sony and Ford and I found it interesting to read anecdotes about their trainings with those companies. They work a lot with CEOs to help them change unhealthy behaviors of their own and then to gradually make changes within the company. There's a lot of good stuff in this book, some of my take aways: #1 - Take more breaks at work. We are designed to work in shorter, intense bursts of 90 minutes with periods of renewal. I am experimenting with this in my own schedule. #2 - In regards to conflict, asking myself, "Am I being the best person I can be at this moment." #3 - Spending more time talking with my co-workers/interns about non-work things, getting to know them better at a personal level.
I think I'll read this book again at some point, especially if I am ever a business owner and/or manage employees.
I think I'll read this book again at some point, especially if I am ever a business owner and/or manage employees.
August 27, 2015
This is a 'summary of the field' of current thinking about productivity and management. In some senses it takes the ideas of a book like '7 Habits of Highly Effective People' and applies them to the corporate and organisation worlds.
The authors take each of e.g. Covey's 'Four Human Needs' and think of them as sources of energy (Physical/Sustainabiity, Emotional/Security, Mental/Self-expression and Spiritual/significance.) The book then becomes an exploration of how an individual in an organisation can meet these needs and flourish.
The book is full of much general wisdom. Perhaps none of it controversial - but is good to see some common assertions backed up by evidence. (Sleep more, exercise well, work in 90 min bursts - we are not machines...) It is strongest in the areas where researchers can define and measure. Regretfully the fourth area (spirituality) is deemed too subjective to follow through with this method.
The book is notable for summarising all the key conclusions in 20 pages at the back. This book was called 'The Way We're Working isn't Working'. I can see why the publishers wanted a more positive title. But the first title is a better summary than the over-promising 'Be Excellent at Anything.'
The authors take each of e.g. Covey's 'Four Human Needs' and think of them as sources of energy (Physical/Sustainabiity, Emotional/Security, Mental/Self-expression and Spiritual/significance.) The book then becomes an exploration of how an individual in an organisation can meet these needs and flourish.
The book is full of much general wisdom. Perhaps none of it controversial - but is good to see some common assertions backed up by evidence. (Sleep more, exercise well, work in 90 min bursts - we are not machines...) It is strongest in the areas where researchers can define and measure. Regretfully the fourth area (spirituality) is deemed too subjective to follow through with this method.
The book is notable for summarising all the key conclusions in 20 pages at the back. This book was called 'The Way We're Working isn't Working'. I can see why the publishers wanted a more positive title. But the first title is a better summary than the over-promising 'Be Excellent at Anything.'
April 17, 2011
As homework assignments go it's just all right. As homework assignments for a leadership work-group it's pretty good. It is an interesting study in the good and bad ways we depleate and renew our energy reserves... and I have to say, "holy bad habits, Batman," there is a ton of stuff we do to ourselves that is just down right self-destructive. It is an eye-opening look at how our lives can be leveraged toward greater success if we just understand that the difficulties we face draw upon a single source of energy - from diet to excercise, to sleep, to productive work, to happy personal lives. No wonder we juice up with coffee every morning and calm down with sleep aids at night. Well... I don't do that but I know for a fact you do! I can't give it more than three stars because some of the suggestions are just too damn obivous. Like eat better and excercise. Really? You're kidding? Still, it's a pretty good read.
November 5, 2014
I thought that this was a good summary of the different aspects of yourself that you need to balance to maintain a sense of well-being: rest, exercise, nutrition, meaning, challenge, emotional safety, etc. I was completely pulled in to the argument of living a balanced life in order to be more productive.
"I want to take a walk right now and the exercise will help me get more done after than I would've without it."
However, I read an article in NYT that discussed how bizarre it is that Americans only value a balanced life because it could offer a monetary benefit, i.e. more success in the workplace. After that, I started to think that I can maintain boundaries and balance in my life just because it makes me happier even if I don't get any more stuff done. Even if I get less stuff done. *gasp!*
"I'm taking a walk because I need a break and I like nature."
"I want to take a walk right now and the exercise will help me get more done after than I would've without it."
However, I read an article in NYT that discussed how bizarre it is that Americans only value a balanced life because it could offer a monetary benefit, i.e. more success in the workplace. After that, I started to think that I can maintain boundaries and balance in my life just because it makes me happier even if I don't get any more stuff done. Even if I get less stuff done. *gasp!*
"I'm taking a walk because I need a break and I like nature."
January 26, 2011
Typical business model book with the four quadrant diagrams and perfect world scenario. So much of it is common sense and individual change driven. I try to follow a number of its suggestions - but that isn't always easy or practical. How much businesses can be responsible for fostering these ideals is an open question. But still everyone should at least remind themselves that there are better ways to act in order to strive for work, personal and family ideals. Book club discussion was lively and glad I was one of the few to actually read the entire book.
April 28, 2011
Helpful framework for assessing your personal and business life from the physical to spiritual. I especially found the part about the stories we tell ourselves to be enlightening. Based on a few facts, we often fill in the rest of the story from our perpective rather than reserving judgement or researching to find the truth behind those facts. As such, we allow ourselves to believe our own version of the events whether they are true or not.
July 23, 2014
Too many things in one book, without talking strictly about the way we are working !!
good but not a great book!
good but not a great book!
December 13, 2016
o carte foarte bună despre priorităţi, eficienţă şi dezvoltarea personală şi profesională
April 6, 2013
I frequently recommend this book, even though I haven't been able to implement the techniques.
August 5, 2020
Tên cuốn sách là chủ đề mình theo đuổi và kiếm tìm từ lâu: xây dựng một cuộc sông luôn ngập tràn cảm hứng, ko còn những bi quan chán nản, ko còn những than thở tiêu cực, ở đó chỉ là mục tiêu và cách thức thực hiện, ở đó là trái tim, nhiệt huyết, trực giác, sự nồng ấm được hòa quyện trong ý chí, sự chuyên nghiệp tinh thần kỷ luật trong mỗi một công việc dù là nhỏ nhất.
Cuốn sách mở ra bằng sự phân tích về nghịch lý: sự phát triển của công nghệ cuộc sống hiện tại đòi hỏi mọi thứ phải nhanh hơn, nhiều hơn, lớn hơn nhưng con người lại đang làm việc với khả năng tập trung kém hơn, thời gian dành cho mọi việc đều ít hơn và cơ hội để nghĩ thấu đáo lại càng giảm đi rất nhiều. Rõ ràng chúng ta bị áp lực về mặt thời gian, khi không còn đủ thời gian chúng ta càng cố làm nhiều hơn và làm không ngừng nghỉ để hoàn thành nhiều nhất công việc có để. Và rồi chúng ta gục ngã, vì kiệt sức, vì mất cảm hứng với cuộc sống, vì stress và chán nản.
Cái chủ đề cuốn sách đề cập là chủ đề mà mình quan tâm từ sau khi sinh Típ, và đó vẫn cứ là thứ làm mình đau đáu. Mình đã nhận ra sự nghịch lý ấy từ lâu, nhưng mình không biết vùng vẫy thế nào để thoát khỏi cái vòng tròn luẩn quẩn: thiếu thời gian- làm việc căng sức- bỏ bê bản thân- chán nản, mệt mỏi và than thở.
Mình đã tìm cho chính bản thân mình nhiều cách giải nhưng lời giải nào cũng sai à. Chỉ đến lúc này (sau khi đọc cuốn sách này + trẻ con nghỉ dịch covid19 + gặp 1 người truyền cảm hứng) mình đã xác định được cái cách mình cần phải đi để cuộc sống của mình thực sự thay đổi
Mình thích 3 vấn đề được đưa ra trong cuốn sách:
- xây dựng thói quen
- sự tập trung và khả năng trì hoãn ý thích bộc phát nhất thời
- tính nhịp điệu và sự hòa quyện của 2 bán cầu não
1. Xây dựng thói quen:
Thói quen là một chủ đề được đề cập đến vô vàn cuốn sách về kỹ năng sống. Nhưng mình thích cuốn sách này nhất mặc dù nó ko đưa ra đến trăm cách để xây dựng thói quen cụ thể. Nhưng cuốn sách nói đến việc thói quen phải được hình thành từ sự nhận thức thấu đáo bản thân mình là ai và mong muốn gì để tìm cho mình thói quen nào là phù hợp và nên xây dựng thói quen vs thời gian và nội dung thực hiện rõ ràng thì mình không tốn quá nhiều công sức để nghĩ, để đấu trang với bản thân thực hiện hay không thực hiện. Xây dựng thói quen kết hợp vs việc kiểm soát năng lượng chính là điểm mình rất tâm đắc sau khi có trải nghiệm thực tế của bản thân. Làm sao có thể dậy sớm lúc 5h sáng khi bạn ngủ vào 12h đêm hôm trước. Chỉ trong trạng thái ngủ đủ, mình mới có thể dậy sớm, còn nếu không, tất cả chỉ là việc đấu tranh nội tâm dậy hay không dậy, và điều đó tiêu hao rất nhiều năng lượng khiến sự khởi đầu của ngày mới vô cùng mệt mỏi. Thói quen tốt lan tỏa cũng là 1 điểm vô cùng hay, vì nó gần như là 1 chuỗi hoạt động có liên quan mật thiết vs nhau: uống đủ nước dẫn đến cơ thể được thải độc, sảng khoái hơn --> ko ph��i vật lộn vs buồn ngủ, tác dụng thêm da dẻ đẹp hơn --> cơ thể giảm lượng dầu tiết qua da để giảm sự mất nước --> ko mất thời gian nặn mụn và giảm tâm lý chán chường vì thấy da càng ngày càng xấu. Chính các thói quen tốt làm cho cuộc sống thoải mái hơn, nhiều năng lượng hơn và tiết kiệm thời gian hơn
2. Sự tập trung và khả năng trì hoãn ý thích nhất thời.
Đây cũng là nội dung mình đặc biệt yêu thích vì nó nói đúng quá, riêng vs bản thân mình. Sự tập trung ở đây không chỉ là sự xao nhãng bởi âm thanh xung quanh mà còn là sự xao nhãng bởi vô vàn tiếng nói trong nội tâm của bản thân. Chính sự xao nhãng đó đã ảnh hưởng đến chất lg và thời gian xử lý công việc mặc dù không ai có thể biết được mình đang bị xao nhãng. Mình cũng hiểu nhiều hơn ý nghĩa của việc thở trong khi tập gym hay yoga, ngoài việc điều hòa khí huyết bản thân thì đó chính là sự rèn luyện sự tập trung bên trong.
Khả năng trì hoãn ý thích chính là cách mình kỷ luật hơn vs bản thân, để kiên định vs mục tiêu mình đưa ra và thật ra mình có trải nghiêmk rất tốt về điều này. Đó chính là những thử thách mùa dịch covid 19, khi mình đưa ra thử thách vs bản thân, vs Tí và Típ, mình đã kỷ luật hơn rất nhiều, không bị những cám dỗ bình thường lôi kéo nữa
3. Tính nhịp điệu và sự hòa quyện của 2 bán cầu não.
Mình hiểu được tại sao 1 số người lại bảo anh yêu em chỉ vì yêu thôi, không biết vì sao, mình hiểu tầm quan trọng của trực giác, nhưng cũng hiểu cuộc sống cần sự cân bằng chứ cán cân không phải chỉ lệch về toán lý hóa vs con trai hay ngôn ngữ lịch sử địa lý vs con gái. Và bản thân ngay cả trong những môn nghệ thuật như đàn hay hát hay vẽ thì cũng có như phân biệt giữa bán cầu não trái và phải chứ không phải chỉ là phát triển bán cầu phải. Phát triển cảm xúc một cách an toàn và bền vững chính là chìa khóa của bất kỳ sự sáng tạo nào và đó là cách con người vượt lên trên máy móc và làm chủ máy móc để có cuộc sống lành mạnh, cân bằng, bền vững.
Thật sự rất yêu cuốn sách này!!!❤❤❤
Cuốn sách mở ra bằng sự phân tích về nghịch lý: sự phát triển của công nghệ cuộc sống hiện tại đòi hỏi mọi thứ phải nhanh hơn, nhiều hơn, lớn hơn nhưng con người lại đang làm việc với khả năng tập trung kém hơn, thời gian dành cho mọi việc đều ít hơn và cơ hội để nghĩ thấu đáo lại càng giảm đi rất nhiều. Rõ ràng chúng ta bị áp lực về mặt thời gian, khi không còn đủ thời gian chúng ta càng cố làm nhiều hơn và làm không ngừng nghỉ để hoàn thành nhiều nhất công việc có để. Và rồi chúng ta gục ngã, vì kiệt sức, vì mất cảm hứng với cuộc sống, vì stress và chán nản.
Cái chủ đề cuốn sách đề cập là chủ đề mà mình quan tâm từ sau khi sinh Típ, và đó vẫn cứ là thứ làm mình đau đáu. Mình đã nhận ra sự nghịch lý ấy từ lâu, nhưng mình không biết vùng vẫy thế nào để thoát khỏi cái vòng tròn luẩn quẩn: thiếu thời gian- làm việc căng sức- bỏ bê bản thân- chán nản, mệt mỏi và than thở.
Mình đã tìm cho chính bản thân mình nhiều cách giải nhưng lời giải nào cũng sai à. Chỉ đến lúc này (sau khi đọc cuốn sách này + trẻ con nghỉ dịch covid19 + gặp 1 người truyền cảm hứng) mình đã xác định được cái cách mình cần phải đi để cuộc sống của mình thực sự thay đổi
Mình thích 3 vấn đề được đưa ra trong cuốn sách:
- xây dựng thói quen
- sự tập trung và khả năng trì hoãn ý thích bộc phát nhất thời
- tính nhịp điệu và sự hòa quyện của 2 bán cầu não
1. Xây dựng thói quen:
Thói quen là một chủ đề được đề cập đến vô vàn cuốn sách về kỹ năng sống. Nhưng mình thích cuốn sách này nhất mặc dù nó ko đưa ra đến trăm cách để xây dựng thói quen cụ thể. Nhưng cuốn sách nói đến việc thói quen phải được hình thành từ sự nhận thức thấu đáo bản thân mình là ai và mong muốn gì để tìm cho mình thói quen nào là phù hợp và nên xây dựng thói quen vs thời gian và nội dung thực hiện rõ ràng thì mình không tốn quá nhiều công sức để nghĩ, để đấu trang với bản thân thực hiện hay không thực hiện. Xây dựng thói quen kết hợp vs việc kiểm soát năng lượng chính là điểm mình rất tâm đắc sau khi có trải nghiệm thực tế của bản thân. Làm sao có thể dậy sớm lúc 5h sáng khi bạn ngủ vào 12h đêm hôm trước. Chỉ trong trạng thái ngủ đủ, mình mới có thể dậy sớm, còn nếu không, tất cả chỉ là việc đấu tranh nội tâm dậy hay không dậy, và điều đó tiêu hao rất nhiều năng lượng khiến sự khởi đầu của ngày mới vô cùng mệt mỏi. Thói quen tốt lan tỏa cũng là 1 điểm vô cùng hay, vì nó gần như là 1 chuỗi hoạt động có liên quan mật thiết vs nhau: uống đủ nước dẫn đến cơ thể được thải độc, sảng khoái hơn --> ko ph��i vật lộn vs buồn ngủ, tác dụng thêm da dẻ đẹp hơn --> cơ thể giảm lượng dầu tiết qua da để giảm sự mất nước --> ko mất thời gian nặn mụn và giảm tâm lý chán chường vì thấy da càng ngày càng xấu. Chính các thói quen tốt làm cho cuộc sống thoải mái hơn, nhiều năng lượng hơn và tiết kiệm thời gian hơn
2. Sự tập trung và khả năng trì hoãn ý thích nhất thời.
Đây cũng là nội dung mình đặc biệt yêu thích vì nó nói đúng quá, riêng vs bản thân mình. Sự tập trung ở đây không chỉ là sự xao nhãng bởi âm thanh xung quanh mà còn là sự xao nhãng bởi vô vàn tiếng nói trong nội tâm của bản thân. Chính sự xao nhãng đó đã ảnh hưởng đến chất lg và thời gian xử lý công việc mặc dù không ai có thể biết được mình đang bị xao nhãng. Mình cũng hiểu nhiều hơn ý nghĩa của việc thở trong khi tập gym hay yoga, ngoài việc điều hòa khí huyết bản thân thì đó chính là sự rèn luyện sự tập trung bên trong.
Khả năng trì hoãn ý thích chính là cách mình kỷ luật hơn vs bản thân, để kiên định vs mục tiêu mình đưa ra và thật ra mình có trải nghiêmk rất tốt về điều này. Đó chính là những thử thách mùa dịch covid 19, khi mình đưa ra thử thách vs bản thân, vs Tí và Típ, mình đã kỷ luật hơn rất nhiều, không bị những cám dỗ bình thường lôi kéo nữa
3. Tính nhịp điệu và sự hòa quyện của 2 bán cầu não.
Mình hiểu được tại sao 1 số người lại bảo anh yêu em chỉ vì yêu thôi, không biết vì sao, mình hiểu tầm quan trọng của trực giác, nhưng cũng hiểu cuộc sống cần sự cân bằng chứ cán cân không phải chỉ lệch về toán lý hóa vs con trai hay ngôn ngữ lịch sử địa lý vs con gái. Và bản thân ngay cả trong những môn nghệ thuật như đàn hay hát hay vẽ thì cũng có như phân biệt giữa bán cầu não trái và phải chứ không phải chỉ là phát triển bán cầu phải. Phát triển cảm xúc một cách an toàn và bền vững chính là chìa khóa của bất kỳ sự sáng tạo nào và đó là cách con người vượt lên trên máy móc và làm chủ máy móc để có cuộc sống lành mạnh, cân bằng, bền vững.
Thật sự rất yêu cuốn sách này!!!❤❤❤
December 2, 2020
Тони Шварц - американский журналист, был репортером в Нью-Йорк таймс, писал для Newsweek, New York Magazine и Esquire. Основал компанию Energy project, которая помогает бизнесу и другим компаниям, их лидерам, топ-менеджерам улучшить работу компании с фокусом на персонал, улучшение эффективности работы команды благодаря увеличению их удовлетворенности, мотивации и повышения энергии. В книге он в том числе рассказывает живые примеры топовых компаний, обратившихся в Energy project за консультацией и помощью. Боссы этих компаний сразу отрицали те простые и очевидные вещи, которые Тони предлагал им поменять: спорт, уход вовремя домой, отсутствие пренебрежения к еде и отдыху. Но когда эффективность и результативность компании и их собственная продуктивность, а главное состояние здоровья, росли после внедрения тех или иных мер, соглашались, что были неправы.
Книга, конечно, как и говорится в аннотации, будет крайне полезна директорам и людям, руководящим командой. Но и сотрудникам, от которых непосредственно зависит выполнение задач, она тоже понравится. Экспериментальным путем автор показывает, что переработки не принесут пользы компании. Отсутствие адекватной коммуникации и поощрения со стороны руководителя приведет к потере сотрудника (у кого текучка кадров - вам сюда!) и дополнительным тратам на рекрутинг нового и т.д., и т.п.
Подавляющее большинство компаний, как говорит Шварц, не способно понять, насколько степень удовлетворенности сотрудников влияет на производительность труда. В общем, книга говорит про крайне очевидные вещи, которыми мы пренебрегаем каждый день. Тони также дает советы, как все-таки выстроить ежедневные новые ритуалы и улучшить свои рабочие показатели, оставив при этом достаточно времени на семью и самого себя. Человеку, в отличие от машины, нужно не только физическое топливо, а еще и эмоциональная, интеллектуальная и духовная энергия. Автор приводит примеры, как распознать дефицит той или другой энергии, перекос в негативную сторону (зону выживания, реакцию бей-беги), осознать потребности, и простые советы и упражнения, направленные на восстановление этого баланса, формирование полезных привычек, улучшение физического здоровья на работе. И мое любимое- о пользе дневного сна!
“Чтобы сегодня иметь преимущество перед конкурентами, компании должны развивать в сотрудниках качества, о которых раньше даже и не вспоминали: эмпатию, самосознание, аутентичность, творческие способности” “Необходимо перейти от исключительной сосредоточенности на компетенциях сотрудника к пост��новке эквивалентного акцента на на его потенциал” Это только некоторые фразы, которые раскачают типичных “начальников”. Но беда в том, что ваша эпоха прошла, и если вы не поменяетесь - гудбай. (тут мое беларуское сердце бьется сильнее) Страх и другие негативные эмоции сотрудников снижают ваши показатели по сравнению с адекватными руководителями, ведь потребность в уважении у всех людей базовая и отражает наш инстинкт выживания. Нормальные люди не будут с вами работать. Так что учитесь снимать корону и становиться немного скандинавом - там босс берет свою ссобойку и обедает вместе со всеми за разговорами о печении хлеба или садоводстве. Без претенциозности и высокомерности. Сам участвует в работе. Я такой же как все. И результат на лицо! Самые богатые и счастливые страны.
Кроме того, в книге огромное количество ссылок, обширный список литературы, пройдя по которому, можно запланировать еще пару месяцев чтива. Все подтверждено наукой и практикой. Никакой воды. Всё, как я люблю!
Может быть те, кто прочитал тонну книг по продуктивности, выстраиванию ритуалов, контролированию эмоций, осознанности и прочих популярных штуках, найдут эту книгу повторением предыдущих знаний. Я не увлекаюсь такой литературой, поэтому краткие выжимки основных направлений знаний, которые помогут человеку эффективно функционировать, мне показались прекрасным вариантом. Тут и про сон, и про еду, и про физкультуру, и про взаимоотношения. В общем про все, что мы делаем каждый день, и что может либо разрушить нашу жизнь, карьеру и здоровье, либо сделать ее прекрасной. Recommended!
Книга, конечно, как и говорится в аннотации, будет крайне полезна директорам и людям, руководящим командой. Но и сотрудникам, от которых непосредственно зависит выполнение задач, она тоже понравится. Экспериментальным путем автор показывает, что переработки не принесут пользы компании. Отсутствие адекватной коммуникации и поощрения со стороны руководителя приведет к потере сотрудника (у кого текучка кадров - вам сюда!) и дополнительным тратам на рекрутинг нового и т.д., и т.п.
Подавляющее большинство компаний, как говорит Шварц, не способно понять, насколько степень удовлетворенности сотрудников влияет на производительность труда. В общем, книга говорит про крайне очевидные вещи, которыми мы пренебрегаем каждый день. Тони также дает советы, как все-таки выстроить ежедневные новые ритуалы и улучшить свои рабочие показатели, оставив при этом достаточно времени на семью и самого себя. Человеку, в отличие от машины, нужно не только физическое топливо, а еще и эмоциональная, интеллектуальная и духовная энергия. Автор приводит примеры, как распознать дефицит той или другой энергии, перекос в негативную сторону (зону выживания, реакцию бей-беги), осознать потребности, и простые советы и упражнения, направленные на восстановление этого баланса, формирование полезных привычек, улучшение физического здоровья на работе. И мое любимое- о пользе дневного сна!
“Чтобы сегодня иметь преимущество перед конкурентами, компании должны развивать в сотрудниках качества, о которых раньше даже и не вспоминали: эмпатию, самосознание, аутентичность, творческие способности” “Необходимо перейти от исключительной сосредоточенности на компетенциях сотрудника к пост��новке эквивалентного акцента на на его потенциал” Это только некоторые фразы, которые раскачают типичных “начальников”. Но беда в том, что ваша эпоха прошла, и если вы не поменяетесь - гудбай. (тут мое беларуское сердце бьется сильнее) Страх и другие негативные эмоции сотрудников снижают ваши показатели по сравнению с адекватными руководителями, ведь потребность в уважении у всех людей базовая и отражает наш инстинкт выживания. Нормальные люди не будут с вами работать. Так что учитесь снимать корону и становиться немного скандинавом - там босс берет свою ссобойку и обедает вместе со всеми за разговорами о печении хлеба или садоводстве. Без претенциозности и высокомерности. Сам участвует в работе. Я такой же как все. И результат на лицо! Самые богатые и счастливые страны.
Кроме того, в книге огромное количество ссылок, обширный список литературы, пройдя по которому, можно запланировать еще пару месяцев чтива. Все подтверждено наукой и практикой. Никакой воды. Всё, как я люблю!
Может быть те, кто прочитал тонну книг по продуктивности, выстраиванию ритуалов, контролированию эмоций, осознанности и прочих популярных штуках, найдут эту книгу повторением предыдущих знаний. Я не увлекаюсь такой литературой, поэтому краткие выжимки основных направлений знаний, которые помогут человеку эффективно функционировать, мне показались прекрасным вариантом. Тут и про сон, и про еду, и про физкультуру, и про взаимоотношения. В общем про все, что мы делаем каждый день, и что может либо разрушить нашу жизнь, карьеру и здоровье, либо сделать ее прекрасной. Recommended!
June 12, 2019
ORIGINALLY WRITTEN AND POSTED ON AMAZON IN OCTOBER 2010 ...
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.
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.
October 20, 2019
I'm giving this one five stars in spite of some minor flaws because I believe its message is that important.
The idea that we need to align our working methods to our biological rhythms for optimum performance should be neither controversial nor 'new,' and yet here we are in the 21st century still trudging along as if people were factory machines from the industrial revolution-era mode of thinking.
This book presents a comprehensive and well-researched alternative mode, one which unfortunately precious few companies have embraced. This needs to change, and the authors are absolutely correct that this type of change *must* come from the top-down in order to embed in an organization's culture.
The flaws are indeed minor relative to the change that the book proposes, so I'll only cover them briefly below.
There are some typos, included a repeated term in one of the lists. The book could cite further research and more extensively than it does. The book's recommendations around sleep do not take into account more current research and natural circadian rhythms, especially the natural differences between night owls and morning larks. This difference is real and has been observed through multiple studies, and it makes the book's primary suggestion around working hours (essentially: get to bed earlier) seem naive, in contrast to the poignancy of all its other recommendations.
Overall: excellent work all around.
The idea that we need to align our working methods to our biological rhythms for optimum performance should be neither controversial nor 'new,' and yet here we are in the 21st century still trudging along as if people were factory machines from the industrial revolution-era mode of thinking.
This book presents a comprehensive and well-researched alternative mode, one which unfortunately precious few companies have embraced. This needs to change, and the authors are absolutely correct that this type of change *must* come from the top-down in order to embed in an organization's culture.
The flaws are indeed minor relative to the change that the book proposes, so I'll only cover them briefly below.
There are some typos, included a repeated term in one of the lists. The book could cite further research and more extensively than it does. The book's recommendations around sleep do not take into account more current research and natural circadian rhythms, especially the natural differences between night owls and morning larks. This difference is real and has been observed through multiple studies, and it makes the book's primary suggestion around working hours (essentially: get to bed earlier) seem naive, in contrast to the poignancy of all its other recommendations.
Overall: excellent work all around.
April 29, 2022
This is one of the most comprehensive, structured and well-written non-fiction books I’ve read. It has applications for both individuals and teams/organizations a good blend of research background, details and practical tips.
If you’re new to self-help, this book gives a great introduction to a wide range of topics and concepts—from energy and productivity to emotional/intelligence management, cognitive capacity and focus, engaging the whole brain, physical health and wellness and purpose/fulfillment.
If you’re extremely well-read, you’ll probably be familiar with many of the examples and research studies or concepts. But the book still ties everything very nicely together with it’s overarching framework on the 4 types of energy.
The only “imperfection” for me were the various quadrants being used. There’s an overall quadrant + 2 quadrants (at a personal vs organizational level) for each of the 4 energies. While the intention is good, the quadrants aren’t that intuitive to follow (except for the one for Emotions which makes the most sense at a glance)...and when you combine all the permutations it gets really overwhelming.
Still, a great book overall.
Book summary at: https://readingraphics.com/book-summa...
If you’re new to self-help, this book gives a great introduction to a wide range of topics and concepts—from energy and productivity to emotional/intelligence management, cognitive capacity and focus, engaging the whole brain, physical health and wellness and purpose/fulfillment.
If you’re extremely well-read, you’ll probably be familiar with many of the examples and research studies or concepts. But the book still ties everything very nicely together with it’s overarching framework on the 4 types of energy.
The only “imperfection” for me were the various quadrants being used. There’s an overall quadrant + 2 quadrants (at a personal vs organizational level) for each of the 4 energies. While the intention is good, the quadrants aren’t that intuitive to follow (except for the one for Emotions which makes the most sense at a glance)...and when you combine all the permutations it gets really overwhelming.
Still, a great book overall.
Book summary at: https://readingraphics.com/book-summa...
April 14, 2021
A very solid, good book. If you‘ve read a lot of similar books on productivity, business etc., you will have probably come across a lot of these ideas in some way already. This did make me drift off from time to time, however, I think this book is great particularly for people who are new to this genre and people who would like a very good overview on a lot of different important productivity topics. It can get a bit repetitive at times, because some ideas are mentioned several times. I struggled to put together the graphs and the text because I couldn‘t see the graph whilst reading and had to keep flicking back and forth which was slightly annoying. Yet, a wonderful book, very insightful and with a lot of information. I particularly liked that the most important ideas of each chapter are listed again at the end. That makes it easy to come back to this book if you want to re-read specific points/chapters.
March 6, 2013
Thoroughly appreciated the wealth of wisdom, research and concepts that went into this book. Though it was directed toward a corporate entity, I could readily apply the same concepts toward my family and other spheres of involvement. These concepts were most helpful:
1) The relentless urgency that characterizes our life undermines deliberation, creativity, engagement, and sustainable high performance.
2) Human beings are designed to pulse between the expenditure and the intermittent renewal of energy.
3) Without a richer understanding of what motivates us, we will remain insufficiently equipped to take on vastly more complex challenges ahead.
4) Awareness is the key to recognizing the consequences of the choices we are making and their impact on others.
5) We have an infinite capacity for self-deception.
6) Learning to observe our feelings as they arise, rather than simply acting on them, allows us to make more reflective, intentional choices about how we want to show up in the world.
7) Making changes that last requires building positive rituals.
8) 95 percent of our behaviors occur automatically, unconsciously or in reaction to an external command.
9) Research suggests that we have one reservoir of will and it gets progressively depleted by each act of conscious will. Stress reduces our self-regulatory reserves.
10) The more our behaviors are repeated and routinized, the less they occur without conscious thought.
11) Our most fundamental need is to spend and renew energy. Most of us spend more energy than we adequately renew.
12) Maintenance and refueling are essential to high performance. The higher the demand we are facing, the greater and more frequent the need for renewal.
13) Physical energy is the foundation of all dimensions of energy, and sleep is the foundation of physical energy.
14) No single behavior (sleep) more fundamentally influences our effectiveness in waking life.
15) Intermittent renewal is critical to sustain high performance. We oscillate every ninety minutes from a lower to higher level of arousal and alertness.
16) Passive renewal - breathing, meditating, listening to music, reading for pleasure--lowers physiological arousal.
17) Active renewal--by raising the heart rate through aerobic exercise, weight lifting or yoga.
18) Regular exercise, especially intense energy expenditure followed by deep recovery, dramatically increases our capacity, not just physically but emotionally and mentally. Too little movement, like too little sleep, weakens and diminishes us in all dimensions of our lives.
19) The key to nutrition is maintaining a stable, steady level of blood sugar. Food is our primary source of glucose, and it fuels our bodies and our brains.
20) Sugar and simple carbohydrates provide the least enduring sources of energy.
21) Choose in advance what you intend to eat and try not to let yourself get too hungry.
22) How we feel profoundly influences how we perform. The more aware of what we are feeling, the more power we have to influence those feelings.
23) Four basic ways we can feel over the course of the day: performance zone, survival zone, recovery zone, burnout zone.
24) Performance zone is the best place to be when you're working toward a clearly defined goal.
25) Leaders are 'chief energy officers.' They need to recruit, mobilize, inspire, focus, and regularly refuel the energy of those they lead.
26) A trigger is an event that consistently prompts us into fight or flight--the survival zone. We are wired to sense danger, and we experience triggers every day to greater and lesser degrees.
27) Gaining control of our triggers requires that we first become aware of the feelings that arise when we are triggered so that they don't control us before we control them.
28) Golden rule of triggers--"Whatever you feel compelled to do, don't do."
29) Our core emotional need is to feel secure-to be valued and appreciated. The more our value is at risk, the more energy we spend defending it and the less energy we have available to create value.
30) A fact is something that can be objectively verified by a person. A story is something we create to make sense of the facts. We can't change the facts, but we do have a choice about what we make of them.
31) Realistic optimism balances a hopeful and positive perspective with a recognition that the desired outcome may or may not occur.
32) When we default reactively to telling stories, we almost invariably assign ourselves the role of victim. It feels better not to blame ourselves for disappointments, but the victim role undermined our power to influence our circumstances.
33) An alternative is to intentionally look for where our responsibility lies in any given situation and then take remedial action on any part of it that we're in a position to influence.
34) We are strongest when we freely acknowledge our shortcomings and strengths.
35) Because the impact of 'bad' is stronger than 'good', the first rule is --Do no harm. Avoid all devaluing emotions such as anger, intimidation, disparagement, and shame.
36) The highest levels of thinking require both hemispheres, each playing a different role at different stages of the process.
37) A clearly defined purpose ties our values to concrete actions that transform our aspirations into actions.
38) We experience purpose most viscerally in the form of positive emotions. Our spiritual challenge is to put those skills in the service of something beyond your immediate self-interest.
39) An organization is a living organism that can only reach its highest purpose when each individual feels fully valued and fully vested in a shared purpose.
40) The most admired and effective leaders are those with the most inspiring vision and the greatest humility about themselves.
1) The relentless urgency that characterizes our life undermines deliberation, creativity, engagement, and sustainable high performance.
2) Human beings are designed to pulse between the expenditure and the intermittent renewal of energy.
3) Without a richer understanding of what motivates us, we will remain insufficiently equipped to take on vastly more complex challenges ahead.
4) Awareness is the key to recognizing the consequences of the choices we are making and their impact on others.
5) We have an infinite capacity for self-deception.
6) Learning to observe our feelings as they arise, rather than simply acting on them, allows us to make more reflective, intentional choices about how we want to show up in the world.
7) Making changes that last requires building positive rituals.
8) 95 percent of our behaviors occur automatically, unconsciously or in reaction to an external command.
9) Research suggests that we have one reservoir of will and it gets progressively depleted by each act of conscious will. Stress reduces our self-regulatory reserves.
10) The more our behaviors are repeated and routinized, the less they occur without conscious thought.
11) Our most fundamental need is to spend and renew energy. Most of us spend more energy than we adequately renew.
12) Maintenance and refueling are essential to high performance. The higher the demand we are facing, the greater and more frequent the need for renewal.
13) Physical energy is the foundation of all dimensions of energy, and sleep is the foundation of physical energy.
14) No single behavior (sleep) more fundamentally influences our effectiveness in waking life.
15) Intermittent renewal is critical to sustain high performance. We oscillate every ninety minutes from a lower to higher level of arousal and alertness.
16) Passive renewal - breathing, meditating, listening to music, reading for pleasure--lowers physiological arousal.
17) Active renewal--by raising the heart rate through aerobic exercise, weight lifting or yoga.
18) Regular exercise, especially intense energy expenditure followed by deep recovery, dramatically increases our capacity, not just physically but emotionally and mentally. Too little movement, like too little sleep, weakens and diminishes us in all dimensions of our lives.
19) The key to nutrition is maintaining a stable, steady level of blood sugar. Food is our primary source of glucose, and it fuels our bodies and our brains.
20) Sugar and simple carbohydrates provide the least enduring sources of energy.
21) Choose in advance what you intend to eat and try not to let yourself get too hungry.
22) How we feel profoundly influences how we perform. The more aware of what we are feeling, the more power we have to influence those feelings.
23) Four basic ways we can feel over the course of the day: performance zone, survival zone, recovery zone, burnout zone.
24) Performance zone is the best place to be when you're working toward a clearly defined goal.
25) Leaders are 'chief energy officers.' They need to recruit, mobilize, inspire, focus, and regularly refuel the energy of those they lead.
26) A trigger is an event that consistently prompts us into fight or flight--the survival zone. We are wired to sense danger, and we experience triggers every day to greater and lesser degrees.
27) Gaining control of our triggers requires that we first become aware of the feelings that arise when we are triggered so that they don't control us before we control them.
28) Golden rule of triggers--"Whatever you feel compelled to do, don't do."
29) Our core emotional need is to feel secure-to be valued and appreciated. The more our value is at risk, the more energy we spend defending it and the less energy we have available to create value.
30) A fact is something that can be objectively verified by a person. A story is something we create to make sense of the facts. We can't change the facts, but we do have a choice about what we make of them.
31) Realistic optimism balances a hopeful and positive perspective with a recognition that the desired outcome may or may not occur.
32) When we default reactively to telling stories, we almost invariably assign ourselves the role of victim. It feels better not to blame ourselves for disappointments, but the victim role undermined our power to influence our circumstances.
33) An alternative is to intentionally look for where our responsibility lies in any given situation and then take remedial action on any part of it that we're in a position to influence.
34) We are strongest when we freely acknowledge our shortcomings and strengths.
35) Because the impact of 'bad' is stronger than 'good', the first rule is --Do no harm. Avoid all devaluing emotions such as anger, intimidation, disparagement, and shame.
36) The highest levels of thinking require both hemispheres, each playing a different role at different stages of the process.
37) A clearly defined purpose ties our values to concrete actions that transform our aspirations into actions.
38) We experience purpose most viscerally in the form of positive emotions. Our spiritual challenge is to put those skills in the service of something beyond your immediate self-interest.
39) An organization is a living organism that can only reach its highest purpose when each individual feels fully valued and fully vested in a shared purpose.
40) The most admired and effective leaders are those with the most inspiring vision and the greatest humility about themselves.
Displaying 1 - 30 of 168 reviews