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Speeches matching topic Leadership and speakers whose last name begins with H
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Richard Haass (Exclusively WSB)

The biggest threat to America's security and prosperity comes not from abroad but from within. In this provocative and thought-provoking presentation modeled after his book, Foreign Policy Begins at Home: The Case for Putting America's House in Order, Haass describes how the biggest threat to the United States comes from its burgeoning deficit and debt, crumbling infrastructure, second class schools and an outdated immigration system. The result is a country less competitive and more vulnerable than it should be on the global stage. He proposes a new foreign policy of Restoration. At home, it would concentrate on restoring the economic foundations of American power. Overseas, it would stop trying to remake the Middle East with military force as was tried unsuccessfully in both Iraq and Afghanistan. Instead, it would emphasize maintaining the balance of power in Asia, promoting economic integration and energy self-sufficiency in North America, and narrowing the gap between global challenges and global arrangements. Adopting Restoration will ensure the United States has the resources it needs to lead the world, set an example other societies will want to emulate, reduce the country’s vulnerability to hostile forces and fickle markets, and discourage would-be adversaries from mounting aggression. It will require hard choices, but hard choices are called for. At stake is nothing less than America’s future and the character of the coming era of history.

Chuck Hagel (Exclusively WSB)

In this moderated discussion, Chuck Hagel addresses a wide variety of domestic and global issues providing an in-depth, 360-degree look at the world today, bringing the audience into the conversation.  Topic areas include:

  • The Future of America
  • Defense Strategies and the 21st Century Military
  • Global Politics and U.S. Foreign Policy
  • Global Markets and the Role of Developing Countries and Emerging Markets
  • U.S. Fiscal Policy
  • National Security
  • Leadership in Uncertain Times
  • The Fate of Democracy Without Bipartisan Consensus

It is commonly said that good ethics is good business, but how can a leader put that advice into action—and assure shareholders that he or she is creating long-term value? Jonathan Haidt’s job as the Thomas Cooley Professor of Ethical Leadership at NYU Stern is to answer such questions. To do so, he became one of the founding members of the largest collaboration in the world of researchers who study ethics in organizations (visit www.EthicalSystems.org). The researchers at that site have put their minds together to offer advice on everything from ethical leadership to reducing conflicts of interest and accounting fraud. In this talk, Haidt starts by making the business case for a strong commitment to ethics, and then shows you how you can do “ethical systems design”—you can make small changes and “nudges” that will have a big impact on ethical behavior and, in the long run, on trust, cooperation and profitability.

In today’s business climate every business, institution and household faces the same problem: Whom should I trust and how do I get people to trust me? In the age of Bernie Madoff and the derivatives debacle, it seems like everyone on Wall Street is suspect. Meanwhile, good businesses cannot get loans—thanks to the credit crunch—while a culture of cynicism is fed by gotcha journalists and quick-hit bloggers. This should, can and will end. Quentin Hardy has reported on Japanese financial collapses, the dotcom bubble and today’s financial woes. He shares:

  • His perspective on the technological roots of the problem
  • Insights on the universal practices of trust that must be re-invented
  • How to build better management and business structures that avoid historical repetition

Management guru Peter Drucker called the creation of the computer “the birth of a new basic civilization” in which managers would take on entirely new roles and work would be organized in unforeseen ways. His predictions are coming true as the organization and management of companies such as Google, Cisco and Yahoo! retool their structures aimed at achieving a new level of efficacy. After covering all the major technology players in globally and Silicon Valley, Quentin Hardy provides insights on:

  • What efforts have worked and what has been a dead end
  • Pointers on how communications technologies are used to market internally and externally, winning loyalty and inspiring people
  • A look ahead to what management approaches to expect next from the technology leaders

What makes good leaders great? In one of the latest strategic platforms from Steve Harvill, he shares the results of an independent study of the leadership teams of Fortune 500 companies. The study resulted in a simple discovery: 11 shared behaviors that are directly connected to both individual and corporate success. These 11 behaviors cross industry barriers, providing a menu-driven model that creates a mechanism for success. Delivered in a multimedia and interactive format, this cutting-edge data will challenge your perception of impactful leadership and create a foundation for the development of your leadership model.

In the world of skateboarding, nothing is held in higher esteem than authenticity. So, how does the sport’s most famous face walk the fine line between authenticity and “selling out?” Legendary skateboarder Tony Hawk walks the walk every day as he continues to be the face of the sport he loves, while managing his successful business empire and award winning charitable foundation.

Chip Heath (Exclusively WSB)

Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities. Unfortunately, merely being aware of these shortcomings doesn’t fix the problem, any more than knowing that we are near sighted helps us to see. The real question is: How can we do better?

In this session, Chip will introduce a four-step process designed to counteract these biases based on the #1 Wall Street Journal best-seller, Decisive. In the book, the Heath brothers sifted through voluminous literature on decision making to unearth practical solutions to our biases. This presentation will share an array of fascinating stories, from a rock star’s ingenious decision-making trick, to a CEO’s career-ending acquisition, to a single question that can often resolve thorny personal decisions.

Audience members will walk away with fresh strategies and practical tools enabling them to overcome decision paralysis and make better choices, faster. Because the right decision, at the right moment, can make all the difference.
 

Dan Heath (Exclusively WSB)

Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities. Unfortunately, merely being aware of these shortcomings doesn’t fix the problem, any more than knowing that we are near sighted helps us to see. The real question is: How can we do better?

In this session, Dan will introduce a four-step process designed to counteract these biases based on his #1 Wall Street Journal best-seller, Decisive. In the book, the Heath brothers sifted through voluminous literature on decision making to unearth practical solutions to our biases. This presentation will share an array of fascinating stories, from a rock star’s ingenious decision-making trick, to a CEO’s career-ending acquisition, to a single question that can often resolve thorny personal decisions.

Audience members will walk away with fresh strategies and practical tools enabling them to overcome decision paralysis and make better choices, faster. Because the right decision, at the right moment, can make all the difference.

High performance, collaboration and innovation rely on honest, continuous feedback. Yet every organization and every leader on earth struggles with performance feedback in one way or another. Honest feedback isn’t given, or if it is, it is met with defensiveness or demotivation. The usual solution—teaching managers how to give feedback more effectively—has failed to solve the problem. Sheila Heen turns conventional wisdom on its head and demonstrates why the smart money is on teaching leaders how to receive feedback well themselves and becoming role models for what they value and expect from those around them. Sheila’s warmth and authenticity helps even seasoned executives recognize their own (normal, human) triggered reactions to feedback: “that's just wrong,” “who asked you?” or “I’m not the real problem here.” She offers practical advice for turning even unskilled, crazy-making feedback into genuine learning. And once you get leaders motivated and eager to learn—willing to engage with others to see their blind spots and look at their own areas for growth—you get a modeling effect that quickly catches fire.

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