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Speeches matching topic Creativity and speakers whose last name begins with C
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Alastair Campbell is a proven winner, obsessed with others who win. His latest book is called simply Winners, and looks at winners in sport, business and politics—in that order—to see what makes them stand out from others, and crucially, what all of us can learn from those who win. He sets out all the things needed of a winner—strategy, leadership, teamship, boldness, innovation, the ability to handle setback and failure. In looking at the best of the best—from Clinton to Merkel, from Brady to Beckham, from Lincoln to Churchill, from Anna Wintour to Arianna Huffington, from Branson to Buffett—he explains how mere mortals can learn something from all of them.

Alastair Campbell is commonly referred to as the architect of the New Labour New Britain strategy that led to Tony Blair’s three general election victories. But what is strategy? How is it shaped? How can it be executed in a faster, more complicated and more aggressive media landscape? Campbell draws on his experience of winning with Blair, and the work he does now in business and sport, to answer those questions. He brings his forensic skills to strategies that work and strategies that don’t, and leaves audiences with simple messages that can benefit any individual or organization seeking to be more strategic in an ever-more-tactical world.

Though his background is in politics, Alastair Campbell has brought his campaigning skills to bear in a number of fields. After losing his best friend to leukaemia, he has fronted charity efforts to raise funds and research into cures and better treatments. He has won awards and plaudits home and abroad for his work on mental illness. He has taken his campaign skills to different issues. British radio presenter Nick Ferrari said: “When Alastair Campbell picks a fight, the chances are he is going to win that fight.” But how do you campaign? What are the essential elements needed to separate a great campaign from a good one? From experience and analysis, he has those answers, and they can help any cause, charity, business, party or government trying to make change for the better.

Alastair Campbell made his name as a tough, no-nonsense media operator that earned him the title “the world’s best spin doctor,” and a job offer from Bill Clinton. But spin, he says, is doomed to fail unless underpinned by real principles of strategic communications. As the media world becomes more atomized, as old certainties die, how does a modern brand—human or organizational—communicate a message? How has technology changed the way that leaders communicate, and the led listen? And given how much change there has been in the last decade, how much more is to come, and what are the threats and opportunities presented? Campbell has ridden the waves of these changes by adhering to certain principles of strategic communications, which can be applied by any organization or individual who understands that in a world where the pressures are to be more tactical, strategy and strategic communications are the answer.

Alastair Campbell is a sports nut. His latest book was inspired by his insight that too many politicians pay lip service to sport when in fact they can learn from it. A man who counts Manchester United’s former manager Sir Alex Ferguson as a close friend, who has played football with both Pele and Diego Maradona, been out on the bike with Lance Armstrong and met and worked with sports leaders around the world, Campbell hoovers knowledge of sport and tries to apply it to the other worlds in which he moves. What can a political campaign learn from the way Jose Mourinho leads Chelsea FC? What links Billy Beane to Formula One to global business brands? What lessons in life can we take from a Joe Torre or a Tiger Woods, and what lessons could they take from the way other winners operate? Campbell is a marathon runner, triathlete and soccer fan whom rarely misses a game played by his lifelong team, Burnley FC. Partly that is because sport is his passion. It’s also because sport is where he finds lessons in winning, and lessons in life.

When the conflict in Kosovo was going wrong, Bill Clinton had a message for Tony Blair: “Send Alastair to NATO.” Clinton got to know Blair’s right-hand man in the early days of the New Labour government, when the President was engulfed in scandal, and found great support and strategy coming from Blair and Campbell. As the Milosevic regime started to win the propaganda war, Clinton and Blair realized that until communications were fixed, the military strategy would continue to struggle. So Campbell was seconded to NATO to oversee a complete overhaul of the entire Alliance’s communications. Campbell says the first rule of crisis management is that it is probably not a crisis. He believes that in a decade with Blair, there were only five—Kosovo, Iraq, 9/11 and the war in Afghanistan, and two domestic crises, massive fuel price protests and an outbreak of Foot and Mouth Disease. Drawing on lessons from what went right and what went wrong, and analyzing examples of good and bad crisis management in the private sector, he lays out simple lessons to help anyone who is hit by a genuine crisis.

John Carlin, who is equally at ease in English or in Spanish and never speaks from a prepared text, will center his speeches on a man who, like Abraham Lincoln, belongs to the ages, whose lessons and example will ring as valuable and true in a thousand years as they do today. Carlin will select his material in such a way as to maximize the value of his spoken words in accordance with the needs and interests of each audience. For some, lessons in negotiating with rivals might be the key issue; for others, building up a company that has fallen on difficult times; or restoring bruised internal personnel conflicts; or how to blend tactical flexibility with strategic clarity. Then again, some might consider it paramount to learn how Mandela addressed himself to the eternal question of healing race relations. All audiences will be interested, however, in the chief themes that run through all Carlin’s speeches on Mandela: generosity astutely deployed; patient wisdom and bold perseverance; enormous empathy and respect for all people, irrespective of their station in life; integrity—a diamond-hard coherence between what one preaches and what one does—as the engine of all truly convincing, successful leadership.

Kevin Carroll (Exclusively WSB)

As children our days were filled with productive play. What was entertaining was also instructive. Games of tag were exercises in planning, teamwork, strategy, design, decision-making, creativity, interpersonal communication and risk-taking. Play was serious business in our youth—and it should be even more serious business in our professional lives if we hope to unleash the creative genius that spurs organizational growth. By cleverly drawing from childhood lessons, Kevin Carroll reveals the relevance of play and how we must continue to tap into those lessons for our future success. An innovator who passionately inspires leaders to create sustainable change in their own organizations, Carroll raises a variety of questions during the session including:

  • Are you continuing to strengthen the creative genius of your organization?
  • Do you have the necessary passion and creative endurance to deliver consistent and amazing insight and business ingenuity? 
  • Why should an organization’s business culture embrace the power of play even more so in the 21st Century?
  • How can a business culture that incorporates “purposeful play” impact leadership, employee quality of life, retention and attract new talent?

Steve Case (Exclusively WSB)

In his #1 best-selling business book, The Third Wave, Steve Case argues that we’re entering the Third Wave of the internet—a period when entrepreneurs will change the way we live our lives by leveraging new technologies to transform real world sectors like health, education, transportation, energy and food. The First Wave saw AOL and other companies lay the foundation for consumers to connect to the Internet. The Second Wave saw companies like Google and Facebook build on top of the Internet to create search and social networking capabilities, while apps like Snapchat and Instagram leveraged the smartphone revolution to become overnight successes. But, Case predicts, success in the forthcoming Third Wave will require a brand new set of skillsets for CEOs, entrepreneurs, policymakers and ordinary Americans. By looking back at his decision-making during some of the most consequential moments in business history in order to explain the current landscape, Case explains how attendees will need to rethink their relationships with customers, competitors and governments alike, and offers a forward-thinking roadmap for navigating in this new paradigm.

The career escalator is jammed at every level. Unemployment rates are high. Creative disruption is shaking every industry. Global competition for jobs is fierce. The employer-employee pact is over and traditional job security is a thing of the past.

In a keynote based on his #1 New York Times best-selling book, Casnocha presents a blueprint for how to thrive in this new economic landscape. The key: learn to think and act like an entrepreneur. In other words, move up that jammed escalator by running your career like it’s a start-up business: a living, breathing, growing start-up of you.

You don’t need to start your own business, but you do need to adopt the mindset and learn the skill set of entrepreneurs.

Why? Start-ups—and the entrepreneurs who run them—are nimble. They invest in themselves. They build their professional networks. They take intelligent risks. They make uncertainty and volatility work to their advantage. These are the very same skills professionals need to get ahead in today’s fractured world of work.

In this keynote, you will learn the Silicon Valley strategies that will make you more effective at your current job and jump-start your career for the long term. This is a bold presentation on thriving in a world where every professional must be the entrepreneur of his or her own life.

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