Tony Schwartz is the CEO and founder of The Energy Project, a consulting firm that helps individuals and organizations solve intractable problems and add more value in the world by widening their worldview.
Tony is considered one of the world’s thought leaders around sustainable high performance and building more human workplaces. He began his career as a journalist and has been a reporter for the New York Times, a writer for Newsweek, and a contributor to publications such as New York, Esquire, Vanity Fair, and Fast Company.
Since founding The Energy Project in 2003, Tony has written extensively for the Harvard Business Review. He has also written the Life@Work column in the New York Times, and three of the most popular articles in the Times during the past several years: “Why You Hate Work,” “Relax, You’ll Be More Productive,” and “Addicted to Distraction.”
Tony is the author of several books, including The Power of Full Engagement: Managing Energy, Not Time (with Jim Loehr), which spent 28 weeks on the New York Times best-seller list and The Way We’re Working Isn’t Working, a New York Times and Wall Street Journal best-seller.
Tony has delivered keynotes and trainings to leaders of companies around the world, including Google, Unilever, Facebook, Whole Foods, Microsoft, Alcoa, the Los Angeles Police Department, the National Security Agency, and Save the Children.
Tony is married to Deborah Pines, a psychotherapist. He has two daughters and three grandchildren.
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.
There’s a better way to work. Human beings aren’t meant to operate in the same way computers do: continuously, at high speed, and running multiple programs at the same time. Still, we try. It’s a prescription for exhaustion. Schwartz shows audiences a new path to achieve breakthrough and sustainable high performance – starting today. We’re at our best when we move between periods of expending energy and briefly recovering. That rhythm builds capacity. This is something the world’s best athletes and trainers have known for years. The more skillfully and systematically we learn to manage our four sources of energy -- physical (quantity), emotional (quality), mental (focus), and spiritual (purpose) -- the more resilient, focused, engaged and sustainably productive we become.
Some key takeaways from this presentation:
-Learn how to build breakthrough sustainable high performance starting today
-Stop multi-tasking and start focusing to accomplish better results in less time
-Learn to manage the four energy states and build capacity that will change your life
-How to build in intermittent renewal– the counter-intuitive key to sustaining high performance
-Why the most fundamental role of a leader is to serve as the Chief Energy Officer
As demand in our lives outpaces our capacity, the fundamental responsibility of any leader is to mobilize, focus, inspire and sustain the energy of those they lead – and fuel sustainable high performance. Today’s leader needs to be a Chief Energy Officer. The challenge ahead is to invest in better meeting people’s needs, so they’re freed, fueled and inspired to bring more of themselves to work every day. We each have four energy needs -- physical (sustainability); emotional (security); mental (self-expression) and spiritual (significance). When leaders begin by taking care of their own energy needs, and empower those they lead to do the same, the result is workforce that is healthier, happier, more focused, more motivated and higher performing. Leaders at many of the world’s top companies have applied Tony Schwartz’s principles and practices -- both in their own lives and across their organizations – and experienced extraordinary results.
Some key takeaways from this presentation:
-A clear understanding of what it means to be a Chief Energy Officer
-How to meet the four core needs to increase engagement and capacity
-A 20 question Leader Audit assesses current rating as Chief Energy Officer -Balance self-care with care for team - each serves the other and everyone benefits
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