Short Clips from Keynote Openings

Most of us immediately recognize the difference between reporting to a good manager and reporting to a genuine leader. In this presentation I highlight the distinction between good management and solid leadership.

I look at five vital qualities which true leadership brings to the table, using a simple acronymn (the word "FIRST") to help the audience remember them. The presentation examines each of the five qualities and uses unforgettable examples to show how they reinforce one another.

People commonly use the words "leadership" and "management" interhangeably, as though they are one and the same. But most of us instinctively recognize the difference between reporting to a good manager — perhaps an exceptional one — and reporting to a genuine leader.

In this presentation I delve into the distinctives between leadership and management. I show how they should work in tandem, like the two pedals of a bicycle. And I describe the kinds of situations which call for the leadership pedal to carry the load and the ones which call for the management pedal to do so.

I then explore the contrast in outlooks, priorities, and focus which set leadership and management apart.

If trust is to prevail in any group, leaders must assure that their people feel individually safe, informed, respected, valued, and understood.

In this presentation, I demonstrate that trust becomes robust within a group — or even exists at all — only to the degree that everyone feels these five assurances. I build my case by drawing on examples not merely from anecdotal evidence and common sense, but from the latest research on the neurology of trust-formation.

Trust in leadership has added dimensions from interpersonal trust in social or professional settings. In fact, there are three critical arenas in which leaders must demonstrate credibility if they are to be fully trusted. I refer to being credible in all three arenas as "the leader's trust trifecta."

This keynote explores how trust in leadership differs from other types of trust. And it details specific things which leaders must do if they are to build credibility in all aspects of the trust trifecta.

The dividing line between success and failure in today's hyper-competitive marketplace is often the ability of a corporate culture to embrace agility, speed, and innovation:

• the agility to turn on a dime without losing momentum
• the speed to deliver faster than the competition without losing quality or customer care
• the innovation to overcome any obstacle which looms as a threat

Agility, speed, and innovation have thus become the king-makers for modern businesses. Failure to pay them homage can be fatal.

This keynote presentation offers proven, practical insights into building a culture which pays these king-makers their due respect.

Marketing continually labels some product or service as "innovative." On closer examination, however, it turns out not to be an innovationat all. It's merely an example of striking ingenuity, inventiveness, or imagination.

I refer to such products or services as "pseudo-innovation." And there's a certain danger in not recognizing them for what they are. If we settle for ingenuity, but call it innovation, we will never be inspired to truly innovate.

In this presentation, therefore, I outline five criteria which a breakthrough must satisfy in order to justly deserve the title of "innovation."

In today's topsy-turvy marketplaces, transformational change is often the only choice for survival. The change process itself, however, puts added strain on organizations. And with that strain come increased demands on leadership. Unfortunately, the entire process easily goes awry because leaders overlook pivotal considerations for managing change.

I know the challenges of change management well. For decades people have looked to me as a "go-to" person for organizations wanting to turn around or get back on track. In this presentation I lay out five of the most important lessons I've learned for effecting lasting, dynamic change. And I tie each lesson to unforgettable examples and illustrations.

In particular I address the following dynamic of change management.

• Because change raises uncertainty and anxiety, I show how to keep anxiety in check.
• Because clarity is essential to overcoming uncertainty, I highlight five arenas of essential clarity.
• Because the workforce must be inspired to embrace the change, I lay out ways to create inspiration.

All of us reach our fullest potential and maintain our highest motivation in settings of high trust. Trust frees us from fears, anxiety, misgivings, and guarded communication that otherwise thwart performance. This presentation provides solid "know-how" for creating a high-trust culture. It also explores the vital link between organizational performance and trust.

Even in organizations where trust is otherwise low, it's common to find a particular leader who is widely and thoroughly trusted.

What's the difference that leads to some leaders being trusted, others distrusted? In his book Leadership and the Power of Trust Dr. Armour identifies seven qualities of highly-trusted leaders. In this keynote presentation he revisits these seven qualities and explores them at greater depth.