Tony-schwartz

Tony Schwartz

President & CEO

Tony Schwartz is the CEO and founder of The Energy Project, which helps companies fuel sustainable high performance by better meeting the needs of their employees.

Tony's most recent book, The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance, was a New York Times and Wall Street Journal bestseller. His previous book, The Power of Full Engagement: Managing Energy Not Time, co-authored with Jim Loehr, spent four months on the New York Times bestseller list and has been translated into 28 languages. In 2013, Tony launched a biweekly column for the New York Times titled “Life@Work.” Tony is a contributor to numerous publications including The Huffington Post and Harvard Business Review, and for three years, he wrote the most popular blog on HBR.org. He is also a regular contributor to CBS This Morning.

Tony began his career as a journalist. He has been a reporter for the New York Times, an editor at Newsweek, a staff writer at Esquire, and a columnist for Fast Company. He also wrote What Really Matters: Searching for Wisdom in America.

Tony has delivered keynotes to audiences around the world and has worked with leaders at dozens of organizations including Google, Unilever, Coca-Cola, EY, Genentech, Bank of America, Alcoa, Booz Allen Hamilton, and Whole Foods, as well as the World Economic Forum, the Los Angeles Police Department, and Conscious Capitalism.

Drawing on the multidisciplinary science of sustainable high performance, Tony’s abiding passion and lifelong commitment is to change the way the world works.

See more videos of Tony in the press here.

Keynotes & Press

Our Four Core Needs

Avoid burnout: How to keep employees happy, productive

How the Internet Affects Your Brain

Watch the entire video series of Tony's visit with Dr. Oz and see how our internet addiction impacts our brain function. Tony shares an easy plan to take back your attention.

from the blog

More Reflection, Less Action

Instead, we too often view the opposite of “doing” as “not doing,” and then demonize inaction. In fact, good judgment grows out of reflection, and reflection requires the sort of quiet time that gets crowded out by the next demand.

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What Gets You Up in the Morning?

In the last several weeks, I had two radically different experiences spending extended time with leaders at two large, global companies. A long, alcohol-fueled dinner with the first group was a pure downer: dull, rote and devoid of positive energy. The day with the second — a group of young manage. . .

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