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Speeches matching topic Human Resource Issues and speakers whose last name begins with B
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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?

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."

Laszlo Bock (Exclusively WSB)

Some people work to make a buck. Some people work to climb the ladder. And some people work because they know deep in their souls that their work *matters*. That they are building something greater than themselves. Something that has an impact way beyond the day-to-day. And that makes them happier, more committed, and even more productive. The amazing thing is that people who find meaning in their work exist in every profession, from doctors and executives to cleaning staff and deli workers. Laszlo Bock explains how to find the deeper meaning in your own organization's work and how to cultivate that connection in your people. If you want to be surrounded by passionate, motivated, high performing people, you need to connect them to a mission that matters.

Laszlo Bock (Exclusively WSB)

Everyone tells you they have the secret to innovation. Have crazy, aspirational, "moonshot" goals. Invest in a secret skunkworks facility. Brainstorm. Use "design thinking." But that's all wrong. As psychologist Abraham Maslow wrote, "[I]f the only tool you have is a hammer, [it is tempting] to treat everything as if it were a nail." There is no single path to innovation and creativity.  Different situations, different teams, different problems all require different approaches. Drawing heavily on Google's history of innovation, Laszlo Bock details why the best way to innovate is to innovate in many ways.  

George Bodenheimer (Exclusively WSB)

Consistently named one of the most respected leaders in the media business, George Bodenheimer will engage in a wide-ranging discussion on critical issues impacting business. Bodenheimer draws from his varied and vast experience as a global business leader to discuss issues such as: innovation and encouraging organizational risk-taking; leadership and growth; the business of sports; traditional media in the digital age; recruiting and retaining top talent; cultivating next-generation leaders; and more.

George Bodenheimer (Exclusively WSB)

Many corporate leaders believe that growth comes only when focusing on the bottom line, but George Bodenheimer believes just the opposite—that great organizations only become that way when they focus on people before focusing on profits. The longest-serving leader of one of the most recognized media companies in the world, Bodenheimer has nurtured and sustained a strong organizational culture built around trusting employees, giving them the tools they need to do their jobs and empowering them to innovate. His leadership insights show that empathetic skills—motivating through listening, caring and encouraging—coupled with business skills, ultimately fuel creativity, innovation and bottom-line growth and is the key to success. Bodenheimer’s refreshing approach to leadership and commitment to people encourage all leaders to work on making an impact on their organization, no matter how large or small.

We squander a tremendous amount of our potential—and organizations waste a tremendous amount of their people’s potential—by focusing on the wrong things or not following through on real priorities. It’s not that people don’t try hard enough; it’s that their efforts don’t reap the benefits they could.

Drawing from his book, 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done, Peter sets out the new, simple rules for leading in a way that brings focus to an organization and makes the best use of everyone’s talents.
Organizations succeed when people use every part of who they are to take care of their top priorities in the most efficient way possible. In this counterintuitive speech, Peter shows us how getting people to fit in or fix their weaknesses works against us. Instead, he tells leaders to help people embrace their weaknesses, assert their differences, leverage their strengths, and pursue their passions.

In this engaging, story-based and very practical talk, Peter offers ideas, practices, tips, mind hacks and gentle nudges to help leaders bring focus to their people and their organization. Peter will show audiences:

  • An 18-minute plan to manage their day—empowering them to get the right things done
  • How to get traction, stick to their focus, ignore non-priorities, avoid the allure of unproductive busyness, and master their boundaries so they can resist distractions
  • How to build a plan that places people at the intersection of their strengths, weaknesses, differences and passions, maximizing their success and impact on the organization

What sets great companies apart? Survey data gathered over decades’ worth of interviews with thousands of managers and workers around the world reveals one simple truth: there are no great companies. Every company is made up of separate teams, and the performance of those teams, no matter how successful the company may be, varies widely. What makes the difference? The manager.

Managers play a significant role in creating an environment within which individuals can thrive, discover their talents and use their best selves daily. Great managers help people to identify and leverage their unique strengths.

Buckingham will discuss the four key demands a manager must fulfill in order to provide the kind of environment that enables people to achieve peak performance on a regular basis: Select the right people for the right roles; Clarify expectations of the manager and of the employee; Engage team members by paying constant attention; and Accelerate performance by maximizing strengths and neutralizing weaknesses. In short, his presentation will address how great managers turn talents into performance.

During Marcus Buckingham’s 17 years with the Gallup Organization, he helped to guide groundbreaking research on the world’s best leaders, managers and workplaces. This research was used as a basis for his best-selling books First, Break all the Rules and Now Discover Your Strengths. His subsequent best-selling book Go Put Your Strengths to Work forms the foundation for the “Strengths in the Workplace” keynote address.

Marcus Buckingham will present key data from a number of different industries demonstrating the correlation between performance and engagement. He discusses the factors at play with engaged teams vs. disengaged teams and drills down to the specific lever that recent research indicates most impacts engagement: the extent to which employees have the opportunity to play to their strengths.

When employees have the opportunity to apply their greatest strengths at work, they turbocharge their careers and everybody wins. Companies find their employees are more productive and their teams are more effective. Despite this, research shows a majority of people do not fully use their strengths at work. Buckingham will examine current corporate levels of engaging the strengths of employees and look at the psychological and practical obstacles that can get in the way of creating a strengths-based organization. Throughout his presentation, he will offer a number of different strategies to support people in leveraging the best of themselves and others in the workplace.

The many facets of great managing and great leading could be detailed endlessly, but Marcus Buckingham draws on a wealth of examples to uncover the single controlling insight that lies at the heart of each. Lose sight of this “one thing” and even your best efforts will be diminished or compromised. Success comes to those who remain mindful of the core insight, understand all of its ramifications, and orient their decisions around it. Buckingham backs his arguments with authoritative research from a wide variety of sources, including his own data and in-depth interviews with individuals at every level of an organization, from CEOs to hotel maids and stock boys. He cuts through the thicket of often-conflicting possibilities and zeroes in on what matters most, revealing the surprisingly different keys to great managing and great leading.

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