Bestselling author and Inc. Magazine Top 100 Leadership Speaker, Peter Bregman unlocks the secrets of highly successful leaders in his most recent book Leading with Emotional Courage: How to Have Hard Conversations, Create Accountability, and Inspire Action on Your Most Important Work, which describes an overlooked - and essential - skill of leading at the highest levels: emotional courage. It shows us that truly great leaders don’t just know what to say or do - they are willing to experience the discomfort, risk, and uncertainty of actually saying or doing it. Bregman guides audiences to become great leaders, no matter their role or level in the hierarchy. Leaders who have the power to align teams, inspire action, and achieve stellar results.
A world's Top 30 Time Management Professional for 2018, Bregman is also the author of the Wall Street Journal bestseller 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done; Point B: A Short Guide to Leading a Big Change, and Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want, a New York Post top pick for your career in 2015. Consistently the most-read blogger at Harvard Business Review, Peter’s articles and commentary appear frequently in Bloomberg BusinessWeek, Fast Company, Psychology Today, Forbes, CNN, NPR, FOX Business News, The Financial Times and PBS.
People who hear Peter speak often make simple changes that have an immediate and enormous impact on themselves and on their organizations. From helping people show up with Emotional Courage to a new, innovative path to productivity in 18 minutes a day, to teaching people strategies for leading change without resistance, Peter does not just tell people how to improve leadership, teamwork, communication and productivity, he shows them how to do it.
To book leadership speaker and consultant, Peter Bregman, call Executive Speakers Bureau at 901-754-9404.
18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done
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 counter-intuitive 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.
And then focus those talents – hour by hour – on the right things, avoiding the inevitable distractions that otherwise subvert our efforts. Because how people spend their time is the key strategic decision they make. Follow-through always appears easy but it never is. When people call, emails arrive, and meetings get scheduled – sometimes without us even knowing – we get distracted.
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:
Point B: Change Without Resistance
Seventy percent of all major change efforts fail, mostly because of rampant fear, anxiety and resistance. Do you think of resistance as an inevitable byproduct of change? Peter Bregman, author of Point B: A Short Guide To Leading A Big Change, argues that resistance is optional, an unintended consequence of the way most leaders try to execute change.
Peter’s key insight: “People don’t resist change. They resist being changed.” Peter shows us how and why most change is executed poorly and most change management is counter-productive – creating stress in the leaders and resistance in everyone else. Done well, change isn’t something to suffer through on the way to something better (or maybe just different). Change is really an opportunity to deepen engagement and ownership. To create a workplace where everyone feels responsible for the success of the entire organization.
In this lively talk, Peter begins with the obvious fact that people don’t resist their own ideas. So to make a change happen, the wider workforce needs to have some control. The question for leaders is, how to share control without losing control?
Illustrating his talk with a case study of a successful change involving 2000 people globally in a large financial services firm, Peter shares:
Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want
The basic things we all want - to do good work, be successful, get along with others, produce value as part of a team—are surprisingly straightforward to achieve. But, more often than not, our knee-jerk reactions to the people and situations we face result in the exact opposite. We’re fighting against ourselves in a clumsy disconnect between intention and impact, wasting valuable time and energy and straining our relationships in the process.
Drawing from his most recent book, Peter points out the often funny places where our intuitive but counterproductive knee-jerk reactions get us in trouble, and he shows us how we can replace them with counterintuitive but productive ones.
Peter shows how a few small, individual changes can transform an entire organization—moving it from a silo mentality to collective leadership, and he offers practical ideas, tools and tips to help people work together in a way that they, and their entire organization, profits. Peter will show audiences:
Leading with Emotional Courage
Everyone in an organization–no matter their level—has the opportunity to lead. Unfortunately, most don’t. There is a massive difference between what we know about leadership and what we do as leaders. What makes leadership hard isn’t theoretical, it’s practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk and uncertainty of saying or doing it.
In other words, the critical challenge of leadership is, mostly, the challenge of emotional courage.
Emotional courage distinguishes powerful leaders from weak ones. It means standing apart from others without separating yourself from them. It means speaking up when others are silent and remaining steadfast, grounded and measured in the face of uncertainty. It means responding productively to political opposition—maybe even bad-faith backstabbing—without getting sidetracked, distracted or losing your focus.
In this engaging and interactive talk, Peter not only shares real-life stories of emotional courage in action, he gives audiences a taste of it. Peter shows audiences:
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