Advisor to CEOs and senior leaders at the world’s premier organizations, Peter Bregman offers surprisingly practical ideas that immediately impact the way people approach their work and their lives, inspiring them to take ownership and accountability for their – and their organization’s – most important work.
Leading with Emotional Courage
Based on his most recent book Leading with Emotional Courage: How to Have Hard Conversations, Create Accountability, and Inspire Action on Your Most Important Work, bestselling author Peter Bregman unlocks the secrets of highly successful leaders – no matter their role or level in the hierarchy – and pinpoints the missing ingredient that makes all the difference: emotional courage.
Emotional courage distinguishes powerful leaders from weak ones. 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 shows audiences:
- Why emotional courage is important, and examples of its power
- Why the best leaders have confidence in themselves, the ability to connect with others, and commitment to a purpose – and how emotional courage is the key to unlocking all of those factors
- What it feels like—experientially through fun and effective exercises—to have emotional courage
- How to use emotional courage to initiate hard conversations, create accountability, and inspire focused action on your most important work.
This speech is a guide for becoming a great leader. A leader who has the power to speak with courage to align teams, inspire action, and achieve stellar results.
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 bestselling 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.
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:
- An 18-minute plan to manage their day—empowering them to get the right things done
- How to get traction, stick to their focus, ignore non-priorities, avoid the allure of unproductive busyness, and master their boundaries so they can resist distractions
- How to build a plan that places people at the intersection of their strengths, weaknesses, differences and passions, maximizing their success and impact on the organization
Managing Change without Resistance
Seventy percent of all major change efforts fail, mostly because of rampant fear, anxiety and resistance. But it doesn’t have to be that way. Far from inevitable, resistance is a direct result of how we manage change.
Peter Bregman has successfully designed and executed major change efforts, involving thousands of people, at some of the world’s most prestigious companies of all sizes.
Peter’s experience proves that resistance is optional, an unintended consequence of the way most leaders try to execute change. His key insight: “People don’t resist change. They resist being changed.”
In this speech, Peter teaches a simple mind shift, and a few basic, easily implementable strategies that can completely transform how managers and leaders lead—and how the whole organization perceives—change.
- Three change rules that must underlie any organization change effort
- How to use the “Engagement Continuum” to diagnose and describe their own change initiatives
- Seven strategies for engaging the workforce during a time of change that shift the responsibility of change from leaders to the people who must take the daily actions to make the change successful