The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance

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So, you know, in, in the here and now, I think I think that at the very least, to build the kind of dynamics that you need to have within a team and as a leader within your team, so you know, the difficult thing about self-awareness is you have to be willing to step into discomfort to develop self-awareness. And so if somebody isn't willing to step into discomfort, even if they can hold the discomfort of founding a company, and this isn't just about founders, this is about all of us. The bigger the reservoir of value of value and well-being, the less emotionally vulnerable we are to everyday challenges.

And so I'm just curious, like, what's, what has been your experience in building that self-awareness from an organization, but also a leader perspective? Pfeffer believes these changes will lead a company to improved performance, but he also thinks corporate management should not be driven only by money. Civilized societies, he points out, have throughout history set “moral limits” on what is allowed in the name of profit, banning slavery and child labor. The cost of human lives to bad management practices, he argues, should be a similar moral limit. In recent decades, companies have begun to value environmental sustainability—they need to equally value human sustainability. “We should care as much about people as we do about polar bears,” Pfeffer says. I completely agree with Alastair that it’s easy to overlook how much we value the connections we make at work. Isolation resulting from home working is a significant and growing problem that I find very concerning. Creating a professional community that people can connect into, regardless of the way they work, is one of the key focuses of Not9to5. We are a community of people looking to thrive in the Not9to5 and to shape the future of work. We do this largely through events for entrepreneurs, small businesses and freelancers chasing the work styles that suit them. It’s a challenge balancing that with looking after a business and your own well-being, our events create a forum where we can share insight and support.And that we're buying, we're going to buy from you because we understand and we feel that kind of you know, credibility from you. And then the perception of you. So that, and that's the branding side, right? So we're massively influenced by other people. I hate that about me, but we are influenced. I try not to be, but I am influenced by other people. 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. Modern work is frying our brains. We’re working longer and the way we’re working is taking more of a toll on us. We believe we can make work more enjoyable, more rewarding and less taxing. By committing to this simple manifesto we believe we can improve work and our lives. Presume Permission

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. We create the highest value not by focusing solely on our strengths or by ignoring our weaknesses, but by being attentive to both.”Beyond basic survival, we need to sustain ourselves physically with sleep, nutrition, fitness, and rest. Our physical capacity lays the foundation for all other sources of energy. If you don’t take care of your body, you simply can’t perform optimally. Tony Schwartz (born 1952), author of The Way We’re Working Isn’t Working: The Four Forgotten Needs That Energize Great Performance, is an American journalist, book author and the President and CEO of consulting firm The Energy Project. Schwartz was previously a columnist for The New York Post, associate editor at Newsweek, reporter for The New York Times, a staff writer at New York Magazine and Esquire, and the President for LGE Performance Systems. He authored/co-authored several books, including The Art of the Deal with Donald Trump and The Power of Full Engagement with Jim Loehr. You know, people think about having your own startup, any, whether it's yours or not. You know, as it grows, there's the great stuff about that. You have to hold that in your body, but you also have to hold the fear in your body. And you know, and all of that can feel really uncomfortable. And as human beings, we're primed, our nervous system is primed to keep us safe. And for all of the sacrifice, there is no evidence that organizations are more successful or profitable. As the book and other research has shown, people perform better when they are not under constant stress. There is “no real tradeoff between designing jobs to improve people’s health and designing jobs that increase motivation and performance for the benefit of employers,” Pfeffer says. Simply put, most of us function best when we are calm, well-rested, and healthy. Time for Care: The Next Revolution at Work (Better Life Lab, 2021): Since many Americans now work from home, equity issues that stem from in-person work culture — such as caregiving issues — have been amplified. How can lawmakers and business leaders work together to craft a family-supportive work culture in a post-pandemic world?

Forge a real partnership at work between individuals and organizations Getting More from The Way We’re Working Isn’t Working My book is about embracing our own evolution and the evolution of our leadership beliefs, practices, and organizations. I offer deep insight into the beliefs and skills that will need to change, provide intentional practices to adopt, and describe case studies of organizations who have already successfully made the leap.

Timothy Reitsma Let's, what if we can be honest with our teams and say, Hey, I'm not on my A-game today. Leadership is an energy, it’s not a job. If you can start to tap in and bring that energy, before you know it, the doors of your career will start to open before you. It comes from within and it starts with you. [33:27] So if you're listening to this and you're striving for that management title, or you've got that title, you're leading a team, it's not just, it's not a title. It's the energy.

Ruth Penfold Yeah, no, that's really powerful. And actually, I do view leadership therefore as something that is much more multidimensional than just roles. But I do also have some kind of golden rules for innovation leadership, which are you know, being consistent. A new way of working ultimately requires an evolutionary shift in the center of gravity of our lives - from "me" to "us". Ruth Penfold Thank you. Thank you, Tim. It's great to be here. And actually, likewise, we did have that special connection when we met and we both, I think even said at the time, we need to make sure that this relationship goes further than this one professional moment.

It’s not how much time we invest into our work that determines our productivity but rather the value we produce during the hours we work.” And that is to consider how we show up to others and what our impact is, so much the better, but actually, do you know what? There are some ways that you can get around this. There are no shortcuts to self-awareness, just to be clear. You just have to put in the work and the work is continuous. Once you start, you just, it just keeps on coming. Timothy Reitsma Yeah, absolutely. Yeah. I'm following you, for sure. Yeah, I think it's it's, you're talking about some things that I haven't necessarily thought about. Although cultures are nuanced, evolving and there is no one rule book that fits all businesses, our New Work manifesto supports the most evidenced and fundamental changes that should be made to improve work. New Work Manifesto She is currently advising a number of startups and building a course around innovation and developing her thesis around how we can reimagine the idea of work and create the space for all of us to thrive.