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Speeches matching topic Change: Managing/Leading It and speakers whose last name begins with P
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While we all understand that the boss has a responsibility to lead an organization’s employees, rarely do we focus on the employees’ responsibility to lead the boss. In addition to mentoring and motivating their subordinates, truly effective leaders value the perspective of all members of the team and encourage subordinates to lead up – to share information up the chain of command in a way that helps an organization’s leaders make timely, accurate decisions.

A master at serving many masters, Pace demonstrates how to think through the consequences of multiple competing priorities, see the bigger picture and communicate that strategic analysis up the chain in a way that is clear, precise and useful. In fact, Michael Useem, Director of the Center for Leadership and Change Management at the Wharton School devotes a chapter to Pace in his book, Leading Up, highlighting Pace’s efforts to reconcile the conflicting priorities of six bosses by keeping them well informed and challenging their instructions when necessary.

Amid today's fragile global economy, corporate restructuring is commonplace, as managers and leaders are continuously challenged to do more with less. In this inspiring discussion, General Pace shares insights and personal examples about leading in both directions, to include:

  • Embracing the job you didn’t want
  • Determining who ‘owns’ a decision - and then making it!
  • Navigating between the organization’s vision and your own personal goals
  • Speaking up in a way that challenges assumptions but not authority
  • Listening to subordinates and encouraging differing points of view
  • Checking your moral compass and preparing for ethical decisions before they arrive

A key ingredient to our system of government is civilian control of our military. As Chairman of the Joint Chiefs of Staff, General Pace was responsible for providing his unvarnished insights and best military advice to the Commander in Chief, the Secretary of Defense, the National Security Council, the Homeland Security Council and when asked, the Congress of the United States. In a discussion that transcends any partisan political debate, General Pace explains the chain of command and the value of this civil/military relationship, demonstrating how non-political advice plays an important role in our government process.

Using real world examples from perspective gained in senior most military leadership roles, General Pace adds valuable insight on how to approach challenges that are familiar to any organization. From navigating multiple military and national security proposals in response to the latest headlines, to the professional working relationship between the President, the National Security Council, the Secretary of Defense and the Chairman of the Joint Chiefs of Staff, General Pace shares “a day in the life” view, detailing what it’s like to provide strategic guidance on an organization with 2.6 million members and a budget in excess of $500 billion dollars. Pace describes the DOD budget process, how priorities are addressed and the impact of shortfalls or cost overruns. He makes recommendations to change the interagency process in order to more effectively and efficiently carry out the orders of the Commander in Chief.

How does this apply to your business?

  • Crisis du jour—how will your organization hold up in the wake of bad news? Do you have a crisis response plan that addresses the media attention as well as the longer term implications for the company’s culture and your ability to weather the storm?
  • Departmental rivalries – how to use leadership’s clear vision to navigate beyond conflicting interests and stove piped perspectives; how to work inside a process while still presenting your case for change.
  • A day in the life of the Chairman/CEO — the importance of time, mentors, access, meetings, responsibilities.
  • Prioritizing for budget shortfalls - The need to address competing priorities against a shrinking budget and to be part of the solution, not just part of the discussion.

So you have a great, innovative idea that is without peer in the marketplace—how does that become a great business worth over $7 billion such as HGTV? Packard shares with the audience her experiences and the lessons learned in growing a multi-billion dollar business  which today includes cable networks, books, DVDs, interactive properties and a family of trusted television personalities. A leader who inspired those around her to push the boundaries in innovating products to achieve business success, Packard shares the leadership skills necessary to incubate—and execute—game changing ideas.

Leon Panetta (Exclusively WSB)

Leon Panetta will speak to a wide variety of domestic and global issues.

Topic areas include:

  • Global Politics and U.S. Foreign Policy
  • U.S. Intelligence, Defense and Cyber Security Strategies
  • Global Economic Challenges of the 21st Century
  • U.S. Fiscal Policy and National Security
  • Leadership, Negotiation and Conflict Resolution

Scott has brought diverse teams together, challenging enormous odds on, well above and underneath the earth's surface. Drawing on his lessons learned from the harsh vacuum of space, the route to the summit of Everest, and within tense operating rooms and board rooms, he relates attributes of situationally appropriate leadership and company culture that have yielded enormous successes over many years. Punctuated by great storytelling, breathtaking imagery and a self-deprecating good humor, his style is relatable and inspirational to all audiences!

What’s the biggest complaint in the workplace? I’m too busy. We’re too busy. There’s not enough time. And there’s too much to do. But regardless of the stress and demands put on us at work, there are three simple rules you can implement tomorrow to create space in your days. In this fast-paced and resource rich talk Neil uses his trademark Sharpie scribbles to share 1) How to make every decision at twice the speed, 2) The counterintuitive way to have more time, and 3) How to add an hour to your day with only one small change.

The strongest companies in the world have the happiest people working at them. Coincidence? No. In Neil Pasricha’s ground-breaking and flagship talk he reveals their secrets to audiences leaving them with inspiring, put-it-in-your-pocket models to build support networks, manage energy and stress, and create lasting happiness. Through researching top leaders at Harvard, working as director of Leadership Development at Walmart, the world’s largest company, and consulting with clients like Audi, Microsoft and GE, Pasricha developed unique frameworks to create happiness in individuals and drive engagement and high-performance results inside organizations.

Tom Peters (Exclusively WSB)

Background: All bets are off … a brief tour of dramatic forces at work, from changing technologies and demographics to the rise of China and India and the profound effects of a new corporate risk profile. Strategies and tactics are laid out for accomplishing necessary, radical enterprise change. Plus: A “how to” for creating perpetually adaptive enterprises—ready for anything, prepared to turn on a dime. “The very ‘metabolism’ of the enterprise must be altered,” Peters says. In that vein, Re-Imagine! discusses:

  • Wildly altered context (technology, China-India, global terrorism, etc.)
  • Only answer: adaptive skills and bold-breathtaking innovation (top-line focus rather than cost-cutting focus)
  • Race way, way up the value-added curve (implemented “game-altering solutions” rather than “services,” “experiences” rather than “transactions,” and much more)
  • As part of value-added exercise, pursue Ripe & Enormous “new” markets—Women, Boomers & Geezers 
  • Radical (!!!) use of IS-IT
  • A “Roster” of Weird & Wondrous & Entrepreneurial “Talent” engaged in “Wow Projects”
  • “Metabolic Leadership” (Passionate-Radical Leaders who instill a Discipline of Execution, a Quick Tempo-Adaptive Culture and an appetite to “Eat Radical Change for Breakfast”)

Ways to tailor this presentation:

  • A New World Order for Enterprise. Or: Re-imagine Everything!
    This is to an extent re-statement. Tom Peters’ abiding theme-passion is energizing execs, in the public and private sectors, to attempt the bold leaps which he insists are survival requisites today. “I hope the view and approach I present is encompassing and original,” Peters says. "I know it is necessary."
  • New Markets: Two Trends Worth Trillion$$$
    There can be too much micro-slicing and dicing of markets, according to Tom Peters. In the process we often overlook huge opportunities. Peters has identified what he labels “the two most glaring deficits in the markets/marketing portfolio.” They are the need to pay far more attention to women as purchasers of consumer and commercial goods and services; and leaping on the boomer-geezer express.
  • Getting Things Done
    Tom Peters declares that we spend too much time planning, not enough time-thought on execution. Implementation can be addressed as a stand-alone topic or part of any of the above effective strategies and tactics for getting things done. Peter’s unconventional approach to project management is a mainstay of this presentation.
  • A Passion for Passion
    Peters calls this his “motivation speech.” “My passion is for passion,” he declares, “for energy and enthusiasm and boldness and guts and the willingness to screw up and then get up. This is part and parcel of all I present, but also a stand-alone topic. The idea is not, ‘This is cool.’ The idea is, ‘This is requisite in wildly gyrating times like ours.’ ”

General Petraeus invites audiences to participate in a moderated question and answer session where he addresses the significant global challenges facing countries and organizations today, including ongoing international security issues, macroeconomic trends, energy policy and the tasks of strategic leadership in the 21st century. Audiences are given unprecedented access to one of the most effective military leaders in recent U.S. history as he takes questions from the interviewer and the audience for an engaging, dynamic and thought-provoking discussion.

Daniel Pink (Exclusively WSB)

Leaders at every level today confront two stark realities. First, in these fiercely competitive and endlessly turbulent times, they must do more with less. Second, the old-school management techniques we’ve long relied on to produce results frequently fail. Enter Daniel Pink, best-selling author of Drive and To Sell Is Human, with a fresh approach.

Drawing on a rich trove of social science and cutting-edge practices from organizations around the world, Pink will demonstrate the new ways leaders are persuading, influencing, and motivating others. He will show the power of underused techniques such as perspective-taking, problem-finding, and using purpose as a motivator – and offer concrete steps to put these ideas into action.

In this entertaining and provocative presentation, you will learn:

  • Why changing people’s minds often matters less than giving them an “off-ramp” to act;
  • Why the most persuasive leaders aren’t introverts or extraverts, but “ambiverts”; 
  • 3 rules for taking the perspective of those you lead;
  • How the principles of improvisational theater can help you overcome resistance;
  • 5 ways to frame your message for maximum influence.

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