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Speeches matching topic Leadership and speakers whose last name begins with T
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In a world being remade before our eyes, leaders who make a difference are the ones who can reimagine what’s possible at their organization and in their field, and who can turn bold strategies into relentless execution. And they’re not just CEOs; they’re executives running business units, managers in charge of key departments, engineers or marketers running project teams, entrepreneurs building a company from scratch. Regardless of their formal role or title in the organization, high-impact leaders exude both originality and utility—provocative thinking that energizes their colleagues, a roll-up-the-sleeves approach to work and culture that shapes how everyone shares ideas and solves problems. Put simply, the best leaders are the most insatiable learners and the most effective communicators. In this inspiring and instructive keynote, Bill Taylor offers hands-on thinking gleaned from the most extraordinary leaders he’s studied over the last 25 years. These leaders have many different personalities and styles, they’ve built very different kinds of companies and organizations, but they’ve all wrestled with the defining questions that face leaders everywhere—questions whose answers amount to a new agenda for leadership. The challenge for leaders today is to help their organizations see things that other organizations don’t see, and do things that other organizations can’t or won’t do. Bill’s insights, stories, and takeaways prepare leaders at every level to master that challenge.

Here are some of the questions Bill asks and answers:

Are you prepared to rethink the conventions of success in your field and the logic of your success as a leader?  The “paradox of expertise” is one of the most dangerous occupational hazards for leaders. Often, the more closely you’ve looked at a field, the longer you’ve been working and succeeding in a field, the more difficult it can be to see new patterns, new prospects, new possibilities. Without intending it, accomplished leaders can let what they know limit what they can imagine.

Are you learning, as an organization and as a leader, as fast as the world is changing? That’s how you overcome the paradox of expertise. Plenty of leaders work hard to make themselves and their organizations more interesting; that’s how you stand out from the crowd. The best leaders work to keep themselves interested—interested in big ideas, interested in small innovations, interested in the enduring mission of the enterprise and all-new ways to bring that mission to life. The best leaders are the most insatiable leaders.

Do you know how to “talk the walk”? Leadership isn’t just about out-thinking the competition, it’s about out-executing the competition as well. That’s why the best leaders work hard to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win. A leader’s ideas are only as powerful as the organization’s capacity to bring those ideas to life.

Are you as humble as you are hungry? In businesses built on new ideas, generating and evaluating ideas has to be everybody’s business. That’s why the best leaders are both ambitious for their organizations and humble about their ability to do everything that matters. Indeed, humility in the service of ambition is the most effective mindset for leaders who aspire to do big things in a world with huge unknowns. The best leaders create the conditions that allow ordinary people to make extraordinary contributions.

Relentless pressures on cost… An ever-escalating pace of technology advancement and disruption…Customers who are both delighted and confused by the services they receive… Public policies that seem to gyrate between vast extremes. Yes, hospital leaders, healthcare professionals, and  executives from the pharmaceutical, insurance, and medical-device fields face unique challenges, and the US healthcare system may be one of the most complex and turbulent environments in which to unleash enduring, positive change. In this specially designed keynote, Bill Taylor offers provocative insights and hands-on advice about leadership, innovation and change, rooted in the special demands of the healthcare sector. His case studies include a collection of inspiring and creative hospitals, high-performing companies that deliver a range healthcare services, and innovators from outside the world of healthcare whose experiences have much to teach healthcare executives and professionals.

Here are some of the lessons Bill offers:

For healthcare leaders, a renewed sense of imagination is just as vital as greater access to information. The “paradox of expertise” is one of the most dangerous occupational hazards for all leaders, but especially healthcare leaders:  Often, the more closely you’ve looked at a field, the longer you’ve been working and succeeding in a field, the more difficult it can be to see new patterns, new prospects, new possibilities. Without intending it, accomplished leaders can let what they know limit what they can imagine. Hospitals and healthcare companies that break new ground are the ones that can reimagine what’s possible in their field.

The best healthcare leaders and organizations are determined to keep learning as fast as the world is changing. That’s how you overcome the paradox of expertise. Plenty of leaders work hard to make themselves and their organizations more interesting; that’s how you stand out from the crowd. The best leaders work to keep themselves interested—interested in big ideas, interested in small innovations, interested in the enduring mission of the enterprise and all-new ways to bring that mission to life. In healthcare, the most effective leaders are the most insatiable leaders.

Healthcare leaders can’t be serious about changing unless they’re also serious about failing. One big reason so many organizations are slow to change is that they are reluctant to fail. That’s understandable, especially in the life-and-death world of healthcare. But reimagining how you do business means working with dramatically new technologies, experimenting with different business models, rethinking how you engage with customers—all of which are bound to involve setbacks and disappointments. When it comes to change, failure is an option—because if you’re not failing, you’re not really changing.

Healthcare leaders who want to achieve important things understand the power of small gestures to send big signals. Success in healthcare is about more than just price, cost, quality—making organizations more efficient. It is about passion, emotion, identity—making organizations more memorable to encounter. Whether it’s reimagining the patient experience, redesigning hospital rooms, or creating interactions between patients and providers that are as authentic and welcoming as they are technically proficient, in healthcare, more so than in most fields, it’s just as important to be kind as it is to be clever.

George Tenet (Exclusively WSB)

Former Director of the CIA, George Tenet, sits down for a conversation on a wide-range of issues including:

  • a look at the current global threats to U.S. security and what the future holds for the U.S., our allies and interests around the globe;
  • the actions and motives of national leaders in times of crisis and how they galvanize their people, inspire innovation and revitalize the organizational culture for dramatic results, and;
  • his tenure as one of the most influential and longest-sitting CIA directors in history including life at the CIA where he led the agency through one of the most crisis-filled periods in recent history as it was simultaneously and engaging in three different missions
  • the domestic war on terror and the wars in Iraq and Afghanistan.

Linda Kaplan Thaler is sought the world over to address a wide range of audiences, from Fortune 500 companies and leading tech companies to universities and educational groups, to international trade associations and beyond. She speaks on a variety of topics, including but not limited to:

  • Leadership
  • The Power of Nice and How to Conquer the Business World with Kindness
  • How to Go from Grit to Great
  • Motivation
  • Entrepreneurship
  • Women’s Issues in the Marketplace
  • Branding
  • How to Develop Your Creative Spirit
  • The Importance of Humor in the Workplace

Joe Theismann (Exclusively WSB)

In his charismatic and entertaining style, Joe Theismann draws parallels between his successful career as an NFL quarterback and YOU—the executive, manager, salesperson, group, or individual—with the goal of Managing to Win! He knows and understands that good management and effective leadership is not a game of follow the leader: It is about PEOPLE—listening to them... trusting them... and motivating individuals to take ownership of team goals. By example, Joe Theismann shows that an effective leader cares about and trusts subordinates and demonstrates it by empowering individuals to take risks in order to perform above levels that have become comfortable.

Disruptive innovation is happening all around us in almost every industry. “Disruptive Innovation” can mean: disrupting your competitors, customer relationships, internal processes, reward systems, management strategy, the status quo and “last century thinking”. But how do you create a culture of innovation that enables a big company to think and act like a small one? Mark shares insights on world-class companies that struggled with change—some that failed to adjust to meet changing markets and others that reinvented their business models and transformed entire industries with disruptive innovations. Mark answers several questions that will help you understand how to:

  • Enable your teams to not only embrace change, but lead business transformation
  • Operationalize innovation while still meeting the demands of Wall Street
  • Remove the fear of failure for disruptive ideas
  • Create incentive systems that reward those that challenge “business as usual”
  • Empower employees at every level to make change happen

Leaders of the world’s Most Admired Companies know that the customer experience IS the brand! Customer engagement is not about transactions, it’s about RELATIONSHIPS—acting as though you’d put your own money on the line in your customer’s company. If you were investing in your customer’s company, you’d think differently about how you deal with them and fight for their success like it was your own. Mark brings many examples of how the most admired brands approach customer engagement and set the standard for lasting customer relationships in their industries. These companies understand four key components that lead to lasting customer relationships:

  • Every touchpoint that a customer encounters is defining your brand
  • Delivering a consistent experience regardless of point of contact or method of communication
  • A high level of Employee Engagement is critical to achieving Customer Engagement
  • Knowing what your MVPs (both customers and employees) value is key to moving past “transactions”, developing long term relationships, and driving loyalty

Mark shares insights into the top leadership qualities of the world’s Most Admired Leaders according to the most engaged employees. In a broad survey of over 10,000 employees in 110 countries, Mark’s research team identified the top eight leadership traits that people want from their leaders. He presents case studies from many of these leaders including his experience working directly with several of them. He outlines how the Most Admired leaders have achieved such enduring success over decades and how they consistently: 

  • Recruit, Build and Retain the highest performing teams
  • Create a corporate culture that Inspires loyalty and engagement
  • Face adversity and bounce back from failures
  • Challenge themselves and their teams year after year to outdo themselves and achieve continuous and long-term growth
  • Learn what their MVP’s value and what drives them in their lives and work

Countries all over the world are experiencing a water crisis. Millions of people in developing countries lack clean and safe drinking water. As the founder of Ethos™ Water, Peter Thum turned his idea of getting clean water to children into a successful social venture that has changed an industry, generated millions of dollars and changed lives. Thum talks through his odyssey from the townships of South Africa to brokering an acquisition by Starbucks, and finally to running Ethos as an international brand and social movement. Thum’s story is one of passion, perseverance and success. His story motivates people to dream big and turn thoughts into action. He takes audiences on a tour of the world and shares the importance of addressing the world water crisis, how to build a brand from the ground up and the personal rewards of working toward the common good.

Frances Townsend (Exclusively WSB)

Any commercial or economic crisis creates business opportunity, opportunity that must be met with leadership, courage and discipline. But before a crisis happens, what must leaders do to prepare to meet adversity head on? A global leader on strategic risk and crisis management, Frances Townsend contends that there is great opportunity in crisis but only when leaders are prepared to confidently address a situation rather than shrink from it. In today’s world, while traditional business risk remains important (insurable risk, reputation risk, etc.), Townsend shows audiences that we now must expand our view of risk and how we mitigate business exposure. Business leaders must now demand that their organizations aggressively seek out vulnerabilities and problems so that they can be addressed, “looking around corners” using a very deliberate and disciplined process. Townsend uses her years of crisis planning, mitigation and management to explain a specific, measurable process that corporations can implement immediately.

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