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Speeches matching topic Leadership and speakers whose last name begins with E
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We talk about ‘word of mouth’ advertising as the holy grail of brand expansion, but countless businesses forget the word of mouth generated internally and by their team of millennia’s.

There is no one that understands the mindsets of the millennial workforce than Johnny Cupcakes. In this dynamic presentation he will inspire leaders to create a culture of ‘brand obsessives’, team members who will shout about the company values and engage with the brand on a deep level; resulting in loyal teams and bowled- over customers.

Key takeaways include:

  • FOCUS POCUS – when the stakes are high, how do we keep our teams focused and driven?
  • HAPPINESS HYPOTHESES – get your team to fall in love with what they do
  • SUPPORTIVE LEADERSHIP – how do we create a culture where failure is appreciated?
  • BRAND ALIGNMENT – simple tools to embody the brand in and out of work hours

If you were a product what box would you come in? If you were a business what uniform would your staff wear? In a world where millionaires are made on blogs, and a website review can break a billion dollar business, what are you doing as a person in business to grow your brand?

Nobody understands the power of a brand more than Johnny Earle and in this passion fueled presentation he talks to employees, CEO’s and business owners on how they can generate a world-class reputation that is impossible to ignore.

Key takeaways include:

  • SHINY PACKAGES – simple tricks that you or your team can use to stand out
  • DISRUPTIVE MARKETING – ways to create a buzz that people share
  • FIRST UP – how to take a ‘great’ first impression and make it unforgettable
  • CUT THROUGH – the messaging you can use to ensure you are remembered

Some of the key takeaways Johnny will include are:

  • How to gain impact from the smallest changes
  • How to stand out and stay relevant in a world full of distractions and competition
  • Simple tools for effective delegation
  • The ONE calculated risk everyone should try
  • How to gain word of mouth advertising
  • The value of creating unique experiences
  • The importance of the first impression: How your business card, resume, or website could make or break an opportunity
  • The power of packaging
  • Creating and growing a community of loyal customers

Take a Hollywood producer, a NY professor, a fine artist and a hacker with a criminal record…put them together and what do you get? A device that helped a paralyzed man create drawings using only the movement of his eyes. Collaboration comes in many forms—some of them unexpected. In this talk, Mick Ebeling discusses the tools necessary to become a stellar collaborator, and to recognize the traits of collaboration-worthy individuals for your next big idea.

Mickey Edwards has been a part of—and a student of—America’s political system, first from the outside, as a partisan party leader and conservative political activist; then, from deep within the system itself, as a senior member of Congress, a member of the congressional leadership and an advisor to Presidents, and then from the outside again, as an award-winning lecturer at Harvard and Princeton, a political columnist and broadcaster, and a mentor to a new generation of public officeholders. It has been a unique vantage point, one matched by no other observer of American politics, and that combination of perspectives has led to a series of breathtaking proposals not to replace one party with another, or replace some officials with others, but to change the entire political system from top to bottom, creating a system that recaptures what America’s founders intended: a government in which the voice of the people is actually heard; a system in which, within the bounds of the Constitution, the people themselves control the levers of government.

What Edwards proposes is a far-reaching change in how campaigns are funded, eradicating the ability of political insiders to limit voters’ choices by controlling who can be on the ballot, and depriving parties of the right to shape congressional districts for their own advantage, undermining the Founders’ vision of truly representative government.

Edwards’ proposals have stirred a national political movement through his book, The Parties Versus the People: How to Turn Republicans and Democrats into Americans, a movement that has been fueled by groundbreaking articles in The Atlantic, Daedalus, The New York Times, and other major publications. As the St. Louis Post-Dispatch wrote in an editorial: “The man widely credited with helping the open primary proposal gain steam nationally is former Rep. Mickey Edwards ... who advocated for both redistricting and primary reform in his 2012 book ... This should be Missouri’s future ... Neither major political party likes these ideas. Why? It takes the primaries out of their hands and puts the power where it belongs, with the people.”  

Edwards’ arguments have changed the national debate about the extreme control political parties exercise over our political system—arguments heard on television broadcasts as diverse as Charlie Rose, the PBS NewsHour and Bill Moyers, and on outlets ranging from CNN and NPR to MSNBC and Al Jazeera, and before audiences ranging from the American Academy of Arts and Sciences to trade associations and from labor unions to college campuses.  

Nobody has had a better, or more comprehensive, close-up view of American conservatism—and how it has changed—than Mickey Edwards. He was a leader in Barry Goldwater’s grassroots campaign to reshape the Republican Party, national vice chairman for the Young Republicans when they formed the conservative core of the party’s activist base, national chairman of the American Conservative Union, chairman of the Conservative Political Action Conference, one of three founding trustees of the conservative Heritage Foundation, a conservative staffer for Republican members of Congress, and director of the Reagan presidential campaign’s joint House-Senate policy advisory committees. It was Edwards who hit the campaign trail for Reagan, was with him in his hotel room in New Hampshire when he won that state’s pivotal presidential primary, and later intervened with fellow conservatives to bridge the gap between movement activists and Reagan’s Vice President, and later President, George H. W. Bush. And it was Edwards who helped shape the Republican National Convention platform for the Reagan campaign.

But what conservatism was then and what it is now are very different animals. As Edwards wrote in his book, Reclaiming Conservatism: How a Great American Political Movement Got Lost—and How It Can Find Its Way Back, published by Oxford University Press, people who call themselves conservatives today support positions that earlier conservatives would have marched on Washington to protest, including government surveillance of citizens and defense of corporate abuse (earlier conservatives championed small business and market competition). In his devastating critique, Edwards cites dramatic changes in Republican Party platforms as the party and its conservative movement have begun more and more to represent the antithesis of what they once stood for. Neither Goldwater, conservative’s 1964 choice for President, nor Reagan, their choice in 1980, could win a Republican primary today, Edwards claims. As for himself, he points to a study by a political science professor who found that Edwards, once chairman of the American Conservative Union, with a 100 percent conservative rating, and one of the most conservative members of Congress for 16 years, would be one of the more liberal Republicans in Congress today if he voted exactly the same way.

But Edwards does not know modern conservatism only through an activist lens. When he left Congress after 16 years, during which he was an acknowledged conservative leader, he continued to write from a conservative viewpoint in weekly newspaper columns in The Los Angeles Times, Chicago Tribune and Boston Herald, and in a weekly broadcast on NPR’s All Things Considered (his Los Angeles column was entitled “On the Right”). At the same time, he introduced a new class on American conservatism at Harvard, where he had begun a teaching career that lasted 16 years at Harvard, Princeton, George Washington University and Georgetown. The course examined every aspect of American conservatism (distinguishing it from European and Asian conservatism; American conservatism at its root was originally similar to the European liberalism of John Locke, with its emphasis on individual rights and freedoms). Edwards taught about conservatism by looking at both policy and theory, introducing students to the work of Hayek, Von Mises, Friedman, Churchill, Burke, Buckley, Kirk, Irving Kristol, and other voices of the early conservative movement.

The heart of Edwards’ argument is that what passes for conservatism today is not that at all, but a hodgepodge of big government and anti-government, liberty and state control, populism and elitism, limited government and military adventurism. It is an argument he has taken all over the country, on campuses, through the airwaves, and in newspaper and magazine articles. It is not an attack on conservative ideas but an attempt to reclaim them and to recapture the title from those who have usurped the name of the movement without even a rudimentary understanding of its principles.  

Mickey Edwards spent most of his congressional career in the field of international affairs as the ranking member of the House Subcommittee on Foreign Operations, official observer of numerous overseas elections, a contributor to magazines on international affairs, speaker at the U.S. Naval Academy and the U.S. Military Academy, advisor to the U.S. State Department under Secretary Colin Powell, and foreign policy advisor to George W. Bush’s presidential campaign. Edwards was a leader in Congress’s support for the first Gulf War but has been a frequent critic of America’s seeming insistence on inserting itself into difficulties wherever they occur around the world: not a pacifist and not an isolationist—he has written persuasively for America’s role as a promoter of human rights and liberal democracy and believes the U.S. needs to be more deliberate about when and where it intrudes on the international stage.

The Constitution places almost every major power of the federal government—over war, taxes, spending, treaties, judicial appointments, creating or ending public programs, even determining who may sit in the President’s Cabinet. And yet, Mickey Edwards, a former member of the congressional leadership during 16 years in the House, argues that today’s Congress repeatedly fails to meet its constitutional obligations, criticizing presidential overreaching but doing nothing to assert its own authority as a maker of laws and overseer of the executive branch. If impeachment is to be considered, Edwards argues, maybe it is the Congress that should be impeached.

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.

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