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Speeches matching type Top Executives
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When Ben Baldanza became the CEO of Spirit Airlines in 2006, the airline had cumulatively lost $350 million dollars since its inception and was quickly running out of cash. Based on a rigorous review of the business and the opportunities available, Spirit embarked on a major transformation that made it the most financially successful airline of the last decade while creating a robust growth profile.

Former CEO, Ben Baldanza shares lessons learned from this transformation and how other businesses can lead their companies to success.

 

 

 

Spirit Airlines completed what is now considered to be a highly successful IPO in 2011, but the plans to take the company public began years earlier. Ben Baldanza can explain what it took to make this happen and what changes it necessitated within the organization. Companies thinking that an IPO may be right for them can learn from his experience and lower their own risk profile.

 

 

 

Ever wonder how plane ticket prices are set? Or why some airlines charge higher baggage fees than others?

With over 30 years of experience in the commercial airline industry, Ben Baldanza gives audiences an inside look at how airlines really work!

What does the training of killer whales at SeaWorld have to do with motivating people? It’s a matter of building relationships. This new training program will teach you why and how to improve relationships by applying the following three key principles: Build Trust, Accentuate the Positive and Redirect the Energy.

What is the essence of a team? According to management gurus Ken Blanchard and Sheldon Bowles, “It’s the genuine understanding that none of us is as smart as all of us. Putting your needs, your pride, and your agenda on hold and letting the team’s needs, pride, and agenda become your priority is an essential step in developing teamwork,” they say.

Within the traditional pyramid or business hierarchy, the boss is always responsible and the staff is supposed to be responsive to the boss. When you turn the pyramid upside down, those roles get reversed. People become responsible and the job of management is to be responsive to their people. That creates a very different environment for implementation. If you work for your people, then what is the purpose of being a manager? To help them accomplish their goal. Your job as a manager is to help your staff win.

The Four Dimensions of Servant Leadership:

The Heart—Motivation or Intent/Leadership Character:

  • Effective leadership starts on the inside
  • Are you a Servant Leader or a self-serving leader?

The Head—Assumptions and Beliefs/Leadership Methods:

  • Leadership begins with a clear vision
  • Two aspects of leadership
  • A visionary role—doing the right thing
  • An implementation role—doing things right

The Hands—Application/Leadership Behavior:

  • Leadership methods and practice
  • People who produce great results feel great about themselves

The Habits—Daily Recalibration of Commitment to Mission and Values
Five Servant Leadership Disciplines:

  • Solitude
  • Prayer
  • Student of Servant Leadership
  • Unconditional love
  • Support and accountability relationships

The Secret of great leaders is one that might baffle many. A great leader serves their followers. Through this program, you will discover and explore the five fundamental ways a manager leads through service- see the future, engage and develop others, reinvent continuously, value results and relationships, and embody values. In understanding these simple principles, you will benefit yourself, your organization, and those that look to you for guidance.

See the Future:

  • What is the purpose of your team?
  • Where do you want your team to be in five years?
  • How many members of your team could tell you what the team is trying to become/achieve?
  • What values do you want to drive the behavior of your team?
  • How can you communicate your vision of the future to your team?

Engage and Develop Others:

  • How much time do you invest looking for talented people to join your organization?
  • What are the key characteristics you look for in the people you select?
  • To what extent have you successfully engaged each member of your team?
  • What are ten specific things you could do to engage individuals more effectively in the work of the team and the organization?
  • What have you done to suggest to them that when it comes to Heads Down implementation activities, you work for them?
  • How are you encouraging the development of your people?

Reinvent Continuously:

  • Who are your mentors?
  • What are you reading or listening to on tape?
  • What systems or processes in your area of responsibility need to be changed to enhance performance?
  • How could the areas under your leadership be structured differently to enhance performance?

Value Results and Relationships:

  • How much emphasis do you place on getting results?
  • How many of your people would say that you have made a significant investment on their lives?
  • What are the ways you have expressed appreciation for work well done in the last thirty days?

Embody the Values:

  • How can you better integrate your organizational values into how your team operates?
  • What are some ways you can communicate your core values to your team over the next thirty days?
  • How can you alter your daily activities to create greater personal alignment with these values?
  • How can you recognize and reward people who embody these values?

George Blankenship (Exclusively WSB)

Learn how to equip your company and deliver what your customers most want and need as George Blankenship conveys animated stories of challenge, strategy and demonstrated results. How far do you need to go to change the way people think and act? With 30 years of strategy, retail and real estate experience, the former Tesla and Apple executive believes in order to develop brand loyalty and earn the trust of customers, companies must first dedicate themselves to understanding the customer experience. Blankenship captivates audiences and energizes them with the tools they need to remove barriers to innovation, deliver outstanding customer experiences, and create a culture of service excellence. His high-energy presentation inspires audiences to rethink the challenges that face consumers in a modern market and develop groundbreaking, consumer-centric strategies that will transform and elevate organizations into global icons.

George Blankenship (Exclusively WSB)

What does it take to transform a company from status quo market contender to forward-thinking and dynamic player of the future? Industry leader and expert George Blankenship looks to the future and explores this question in an engaging and thought-provoking presentation. Widely recognized as the architect of Apple’s brand-building retail strategy, Blankenship formulated and executed one of the most successful retail growth strategies in history by turning the classic engagement model on its head. Most recently, he revolutionized the auto industry by redefining the car-buying experience in his executive role at Tesla Motors. Bringing 30 years of industry experience and invigorating insight, Blankenship shows you how to build your brand based on the unique value that your company provides and how to market and attract new customers. Audience members take away fresh, fascinating ideas and innovative tools for rethinking their role in a competitive environment.

Laszlo Bock (Exclusively WSB)

Laszlo Bock's New York Times bestselling Work Rules! synthesizes a decade of explosive growth at Google, the latest cutting-edge academic research and examples from the worlds of sports, art, nutrition, and business into 10 steps any organization can take to make work better. He explains how to build an unbeatable culture and hire better, why you should "pay unfairly", when to be frugal and when to be generous, and why your smallest actions can have the biggest impact. Taken together, he offers a roadmap to building an unbeatable organization. As John Doerr, managing director of the seminal venture capital firm Kleiner Perkins Caufield & Byers explained, "these principles are the handbook for high performance teams that win."

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