- About Us
The Key Ideas
The way we’re working isn’t working. Does anyone doubt that’s true?
Only 20 percent of us– 1 out of every five – feels fully engaged at work, according to one global study of 90,000 employees across 18 countries. Forty percent of us are actively disengaged. Over 100 studies have now demonstrated the correlation between employee engagement and business performance.
So where have we gone so wrong?
The answer is rooted in the false assumption that we operate best in the same linear way that our computers do: continuously, at high speeds, for long periods of time, running multiple programs at the same time.
That’s unsustainable. When demand exceeds our capacity, we default into the survival zone. We’re suboptimal. It’s not good for us, and it’s not good for our employers.
Human beings are actually designed to pulse. We’re most productive when we move between expending energy and intermittently renewing our four energy needs: sustainability (physical), security (emotional); self-expression (mental) and significance (spiritual).
Time is finite, but energy – the capacity to do work -- can be expanded and regularly renewed. The better we meet our energy needs, the more value we’re capable of creating..
The primary value exchange between employees and employers today is time for money. Each seeks to get as much of the other’s resources as possible for as long as possible. It’s a thin, one-dimensional exchange that serves neither side well.
The Energy Project offers a new value proposition. Rather than trying to get more out of people, employers are better served by meeting their employees’ multidimensional needs, so they’re freed, fueled and motivated to bring more of themselves to work.
Drawing on the multidisciplinary science of high performance, the Energy Project offers organizations a detailed blueprint for fueling a fully engaged workforce. We also teach individuals a set of actionable strategies to help them take back control of their lives, and to be more productive and satisfied as a result.