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Schwartz, CEO of the Energy Project, stretches an obvious thesis to the breaking point in his plaint on how the American workplace—theoretically where technology has allowed us to reach for more, bigger, faster—has bred an atmosphere in which workers have become disengaged from their work. We fail to take care of ourselves, he points out, and end up undermining our health, happiness, and productivity. Using a series of quadrants describing the emotional workings of both employees and companies, he argues that nothing is gained—and much is lost—by constantly pushing people to achieve more and more in less time and with fewer resources; rejuvenation and rest are necessary for creative breakthroughs and broader perspectives. All well and good, but the bulk of the book is then eaten up exhorting readers to get more sleep, exercise, eat better, and take care of their emotional health. While a reminder to cultivate engagement and mindfulness is always relevant to the modern business reader, the usable content is slim—and fluffed out beyond the point of readability. (May)

Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to the Hardcover edition.

Schwartz coauthored the bestseller The Power of Full Engagement (2003) and is the CEO of The Energy Project, bringing effective energy management coaching to organizations such as Google, Ford, Sony, Toyota, and the Los Angeles Police Department. His project and this book are shedding light on what most working folks know but don’t like to talk about: that most of us are not fully engaged or satisfied in our work environment; that we are constantly running on an unsustainable schedule that does not allow for enough sleep; and in addition to being physically tired, we are not allowed the kind of emotional, creative, and spiritual outlets that we need to be fulfilled. Schwartz notes that people at work are expected to run continuously, like machines, but unlike machines or computers, people do not function well when forced to work and process information on a continual basis, but need a balance of http://book.douban.com/new_subjectactivities that allow for both expending and recovering energy. He proposes solutions for business leaders to maximize human potential by embracing our need for both effort and renewal. --David Siegfried --This text refers to the Hardcover edition.

Foreward
PART I: A New Way of Working
Chapter One: More and More, Less and Less
Chapter Two: We Can't Change What We Don't Notice
Chapter Three: We're Creatures of Habit
PART II: Sustainability / Physical
Chapter Four: Feeling the Pulse
Chapter Five: Sleep or Die
Chapter Six: Making Waves
Chapter Seven: Use It or Lose It
Chapter Eight: Less Is More
Chapter Nine: Creating a Culture That Pulses
PART III: Security / Emotional
Chapter Ten: The War Between the States
Chapter Eleven: If You Ain't Got Pride, You Ain't Got Nothin'
Chapter Twelve: The Facts and Stories We Tell
Chapter Thirteen: A New Value Proposition
PART IV: Self-Expression / Mental
Chapter Fourteen: A Poverty of Attention
Chapter Fifteen: One Thing at a Time
Chapter Sisteen: Clutivating the Whole Brain
Chapter Seventeen: Autonomy for Accountability
PART V: Significance / Spiritual
Chapter Eighteen: Who Are You, and What Do You Relly Want?
Chapter Nineteen: We're All in This Together
Chapter Twenty: Purpose for Passion
The Big Ideas
Notes
Bibliography
Acknowledgments
Index
Tools for Change
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