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Speeches matching topic Corporate Culture and speakers whose last name begins with E
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Since the launch of the EyeWriter and Not Impossible Foundation, Mick Ebeling has passionately studied the concept of “impossible.” All the modern conveniences we see around us were once considered impossible by people who didn’t know any better. Synthetic fabrics, cell phones, and digital watches (not to mention cars and computers) were all figments of the imagination until inspiration met execution and the impossible became a reality. In this talk, Ebeling dives deeper into “impossible,” the underlying psychological effects it has on an organization, and how to overcome “impossible” so true innovation can take place.

The Dilemma: While most leaders understand their most reliable competitive advantage comes from their people, few know how to get their teams “all in”—convincing employees to buy into the strategy they’ve put forward. If a culture is clear, positive, and strong, then people will believe what they do matters and that they can make a difference. If a culture is dysfunctional—chaotic, combative or indifferent—employees will spend more time thinking about why the people sitting next to them should be fired than getting fired up themselves.

The Research: Teaming up with research giant Towers Watson, #1 best-selling author Chester Elton presents the findings of an unprecedented 300,000-person study conducted in the worst of the recession for his book All In. Based on this breakthrough research and his extensive consulting experience with a who’s-who of successful organizations, he presents a simple roadmap that all managers can follow to create a high-achieving culture in their own teams where employees are engaged, enabled and energized.

The Result: Elton offers specific how-tos for each step, and tells fascinating stories of leaders in action that vividly depict just how these powerful methods can be implemented. Audiences will learn: the 3 research-based characteristics of the world’s most profitable, productive organizational and team cultures; the 7 steps today’s most successful leaders use to generate buy-in; and how managers at any level can build a productive workgroup culture of their own where employees commit to the culture and give an extra push of effort.

The Dilemma: For leaders looking to drive innovation, diversity, and inclusion in their teams, many established management practices are doing more harm than good. Too many leaders are dampening their employees’ exuberance and refreshing diversity with old-school management approaches that are killing their cultures.

The Research: Chester Elton has been one of the most influential voices in leadership research and organizational consulting for more than two decades, but it’s his research over the last few years that’s garnering extra attention. After surveying more than 14,000 working adults in 2015-16 alone, he has found 5 principles of effective leadership that managers in the 21st Century can employ to great effect, and 5 principles that must be avoided.

The Result: In a fresh, funny and challenging keynote presentation, Elton debunks myths such as The Smartest Person in the Room, Treating Everyone the Same is Fair, Appreciation Comes in a Paycheck, and We’ll Let You Know if You Mess Up. He teaches audiences how to lead in such a way that today’s employees will follow—including establishing a clear future vision, enhancing diversity, increasing trust levels, and providing opportunity and growth development paths.

You are a mind reader, born with an extraordinary ability to understand what others think, feel, believe, want and know. It’s a sixth sense you use each day in every professional and personal relationship—but how well do you really know what your coworkers, employees, competitors or customers want or are thinking? In this high-energy, illuminating presentation, Nicholas Epley takes the audience on an exploration of one of the great mysteries of the human mind. How good are you at knowing the minds of others? How well can you guess what others think of you, know who really likes you or tell when others are lying? How well do you really understand the minds of those closest to you at work or at home? Why are we sometimes blind to the minds of others? Why do we sometimes talk to our cars, or the stars, as if there is a mind that can hear us? Why do we so routinely believe that others think, feel and want what we do, when in fact they do not? And, why we do we believe we understand our fellow workers, customers, competitors, spouses, family and friends so much better than we actually do? While Epley’s presentation will not turn others into open books, it will give you the wisdom to revolutionize how you think about them—and yourself.

Understanding why people buy what they buy, think what they think, and act as they do requires understanding how those people evaluate the world through their own eyes and from their own inside perspective.  One reason companies misunderstand their consumers, leaders misunderstand their followers, and managers misunderstand their clients is because they inherently evaluate other people from an outside perspective. In this presentation, Epley addresses what behavioral scientists have learned about these two differing perspectives, describes how they create systematic misunderstanding between people, and shares with audiences how you can align your perspective with others to understand them better in both your professional as well as personal life.

Ethical organizations are sustainable organizations. Doing good leads to doing well in the long run, while also producing happier and more motivated employees in the short run. The problem, argues Nicholas Epley, is that there are four common myths about morality that lead to misunderstandings about how to create more ethical organizations. Instead of treating ethics as a problem about people’s beliefs, we should treat it as an issue about the systems in which people live and work. Epley explains how businesses, and individuals, can design their policies and structures to ensure they are both doing good and feeling good. This approach offers constructive, concrete ideas for designing ethical systems that keep all of us engaged, effective, and happier. 

A highly engaged workforce has never been more important. Much of the work today requires an individual’s discretionary effort—people have to choose to innovate, share knowledge, and provide extraordinary service. Many employees, particularly those in younger generations, are less motivated by money than the connection they feel to the work.

Tammy’s unique, ground-breaking work on employee engagement provides some powerful perspectives for today’s leaders. As she’ll explain, meaning is the new money. Companies with extraordinary employee-employer relationships understand what it means to work in their organizations and excel at embedding that meaning in the day-to-day employee experience.

Engaging employees is never about copying another corporation’s best practices. It’s about digging deep to identify what’s uniquely important to your organization. As Tammy’s research shows, individuals find meaning in different aspects of work; work plays different roles in our lives. She helps audiences understand six psycho-demographic segments that describe our relationship to work and provides ways to understand the values that are most important to your employee population.

To bring them alive, leading companies need to first understand who they are and then design their organizational practices around their values. One of the most powerful approaches to strengthen meaning in the workplace is the creation of Signature Experiences—distinctive, value-driven elements of the employees’ experience that encourage self-selection and reinforce values, leading to retention.

Learn how to re-energize and re-engage your organization. Reconnect with and reinvigorate what it means to work here.

Geography significantly influences the formation of generational beliefs and behavior. Each country’s unique social, political, and economic events shape specific views and attitudes among today’s adults. Understanding these country-to-country differences is critical to creating employment opportunities that attract and retain the best employees in each geographic area.

Tammy’s research has extended to the generations in a number of specific countries around the world, including the four BRIC nations, as well as countries in Europe and the Middle East. She will work with you to develop a customized session, focusing on the areas of the world that are most important to your business–or provide an overview of the similarities and differences within one generation around the globe.

Understanding individuals’ backgrounds and resultant perspectives or mental models both within generations and across geographies helps leaders grapple with the diversity, challenges, and potential of a global workforce.

The next demographic wave is almost ready to hit the shore. Children who are 15-and-under today are almost certainly not members of Generation Y. They’ve been influenced by a very different set of global events than those that shaped the ideas and preferences of people in their late teens and 20s today.

Today’s children have been forming their mental maps of the future at a time when our national and global optimism has been doused with the cold water realization that we are facing significant, seemingly intractable problems on multiple fronts. The inconvenient truths of the past half century–precarious global finances, resource constraints, shifting economic power, and environmental degradation–are settling around our shoulders, and these early teens are not unaware of these issues or their complexity. This generation’s perspective is based on a world with finite limits and no easy answers.

What is this new generation, soon to be the fifth generation in many workplaces, all about? What do they value and how might they shape both the future of work and of the marketplace? Tammy’s newest research, the subject of a forthcoming book, brings the “Re-Generation” into sharp focus, with insights for employers, marketers, educators . . . and parents.

Turning Corporate Culture Into a Competitive Advantage

Learning objectives:

  • Embrace change in the new economy.

  • Learn from global workforce trends and forecasting from our research portfolio.

  • Build high-trust, high-value relationships.

  • Connect employees to a shared vision and set of values.

  • Effectively use emerging technology to improve communication, culture and work life.

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