Tony Schwartz Speech Video
Tony Schwartz is President and CEO of The Energy Project, a company that helps individuals and organizations perform better and more sustainably.
Tony spent the first part of his career working as a journalist. Hungry for a deeper sense of significance following the success of his book Trump: The Art of the Deal, Tony embarked on a four-year search for meaning, which culminated in his book What Really Matters: Searching For Wisdom in America, published in 1996. During his quest, he met and worked with psychologists, philosophers, mystics, healers, artists and scientists who seemed to have a compelling perspective about the nature of wisdom.
Ultimately, Tony concluded that each of these experts tended to narrow their focus on one approach or another and that what they each had to offer were pieces of a more integrated puzzle.
Eager to test and translate his insights into the real world, Tony partnered with Jim Loehr, president of the Human Performance Institute, who had developed a highly effective program for managing physical energy, based on his work with elite athletes.
After working together for four years and coauthoring the #1 bestselling The Power of Full Engagement, Tony left HPI to found the Energy Project in 2003. His goal was to build a program that addressed each of our four key energy needs: sustainability (physical), security (emotional), self-expression (mental), and significance (spiritual).
Tony is a frequent contributor to the Harvard Business Review. His most recent article, The Productivity Paradox: How Sony Pictures Gets More Out of Employees By Demanding Less, was published in May, 2010. Tony is one of HBR's most popular bloggers and also blogs regularly on the Huffington Post and on Oprah.com.
Tony's most recent book, Be Excellent at Anything: The Four Keys to Transforming the Way We Work and Live, was published in May 2010 and became an immediate New York Times and Wall Street Journal bestseller.
Tony has delivered keynotes to audiences around the world and has worked with leaders at dozens of organizations including Google, Sony, Ford, Barclays Capital, Pfizer and Ernst and Young, as well as the Los Angeles Police Department, the Cleveland Clinic and the National Security Agency.
He lives in New York City with his wife, Deborah, a psychoanalyst. They have two grown daughters, Kate, a director, and Emily, who works at The Energy Project.
TRANSFORMING THE WAY WE WORK:
THE NEW RULES OF ENGAGEMENT
Demand in our lives is increasing relentlessly. Our capacity isn't keeping pace. The way we're working isn't working. Far too many organizations expect their employees to operate in the same way that computers do: continuously, at high speeds, for long periods of time, running multiple programs at the same time. It's a prescription for failure. Rather than trying to get more out of their employees, employers are better served by investing in meeting their multi-dimensional needs, so they are freed, fueled and motivated to bring the best of themselves to work every day.
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SLOW DOWN, YOU MOVE TOO FAST
Tuesday, April 3, 2012
What do these words have in common? "Savor," "relish," " "luxuriate," "stroll," "muse," "dawdle," "mosey," "meander," and "linger?"
We rarely use them, because we rarely do them. We don't have time. We've got so much to do, so many balls to juggle, so many miles to go before we sleep.
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