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Speeches matching topic Corporate Culture and speakers whose last name begins with P
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While we all understand that the boss has a responsibility to lead an organization’s employees, rarely do we focus on the employees’ responsibility to lead the boss. In addition to mentoring and motivating their subordinates, truly effective leaders value the perspective of all members of the team and encourage subordinates to lead up – to share information up the chain of command in a way that helps an organization’s leaders make timely, accurate decisions.

A master at serving many masters, Pace demonstrates how to think through the consequences of multiple competing priorities, see the bigger picture and communicate that strategic analysis up the chain in a way that is clear, precise and useful. In fact, Michael Useem, Director of the Center for Leadership and Change Management at the Wharton School devotes a chapter to Pace in his book, Leading Up, highlighting Pace’s efforts to reconcile the conflicting priorities of six bosses by keeping them well informed and challenging their instructions when necessary.

Amid today's fragile global economy, corporate restructuring is commonplace, as managers and leaders are continuously challenged to do more with less. In this inspiring discussion, General Pace shares insights and personal examples about leading in both directions, to include:

  • Embracing the job you didn’t want
  • Determining who ‘owns’ a decision - and then making it!
  • Navigating between the organization’s vision and your own personal goals
  • Speaking up in a way that challenges assumptions but not authority
  • Listening to subordinates and encouraging differing points of view
  • Checking your moral compass and preparing for ethical decisions before they arrive

So you have a great, innovative idea that is without peer in the marketplace—how does that become a great business worth over $7 billion such as HGTV? Packard shares with the audience her experiences and the lessons learned in growing a multi-billion dollar business  which today includes cable networks, books, DVDs, interactive properties and a family of trusted television personalities. A leader who inspired those around her to push the boundaries in innovating products to achieve business success, Packard shares the leadership skills necessary to incubate—and execute—game changing ideas.

How do employees reach that next level in their career? Baseline talent gets everyone in the game. Then people begin to compete for advancement and factors such as likeability and trust influence who is promoted into senior roles. Susan Packard, co-founder of HGTV, lays out an approach to help your employees succeed called gamesmanship-a strategic way of thinking, as well as a language of business to help people advance. We are taught that 'winning' at work means collaboration and perfecting what we do. But these two drivers are not always the best way to move forward. Through a dynamic and down-to-earth approach, Packard lays out the rules of gamesmanship, based on her upcoming book, New Rules of the Game, and illustrates how employees can better compete for promotions and plum assignments by speaking an alternative language, as well as how they can handle the many stresses that come with being in the workplace.

Scott has brought diverse teams together, challenging enormous odds on, well above and underneath the earth's surface. Drawing on his lessons learned from the harsh vacuum of space, the route to the summit of Everest, and within tense operating rooms and board rooms, he relates attributes of situationally appropriate leadership and company culture that have yielded enormous successes over many years. Punctuated by great storytelling, breathtaking imagery and a self-deprecating good humor, his style is relatable and inspirational to all audiences!

Why can so few people at work genuinely say, “I love my job”? Gallup reports 87% of the global workforce is disengaged. But what if there were subtle, secret weapons that could turn employees into their most powerful, engaged, and productive selves? It’s not crazy talk. It’s actually happening. Using his unique blend of counterintuitive research and sidesplitting stories, Neil illuminates a clear path forward into workplaces where people show up inspired, do great work, and leave with full minds and full hearts. Raw, hilarious, and heartwarming, this is the perfect keynote to kick off or close your conference with the ultimate high. Past clients include: Audi (national dealer teams), AstraZeneca (sales agents), and TD Bank (top global leaders). 

Which company is #1 on the Fortune 500 today and has been for more than a decade? Walmart. The retail behemoth’s rise to half a trillion dollars in sales with over two million employees spread across the globe has been well-documented. But what hasn’t been documented is how they develop, nurture, and grow leaders up through those ranks. Neil Pasricha served as Director of Leadership Development inside Walmart for the past ten years – working directly for two CEOs and partnering with Harvard Business School to develop the first global executive program inside the retail giant. Join him as he shares a window into what his research and work reveal about what truly makes leaders tick and walk away with clear takeaways on how they can drive you and your teams. How do you lead a team of two, two hundred thousand, or even two million people? It starts with yourself. Let Neil show you how.


While many businesses will fail amidst the current economic crisis through no fault of their own, some will survive in spite of the odds—and a few will surprise everyone by turning a messy situation into economic-competitive advantage. Tough times are, in fact, golden opportunities to get the drop—and the long-term drop at that—on those who respond to bad news by panicky across-the-board slash and burn tactics and moves that de-motivate and alienate the workforce at exactly the wrong moment.

Tough times, indeed, require tough decisions—but thriving, not just surviving, is an option for those who mix the wisdom and boldness of leadership along with transparency and maximized employee involvement and engagement. Without suggesting that there is anything humorous about the pain that bad times cause, one could say that “this is when it gets fun” for truly talented and imaginative leaders at all levels and in businesses of every sort and size.

(Tom’s aptly-named book, Thriving on Chaos, published on the day the stock market crashed in 1987, suggests his extensive familiarity with the possibility of success in uncertain times.)

Ways to tailor this presentation:

  • Leadership (Or: Leading in Totally Screwed-up Times!)
    Developed a couple of years ago and honed ever since, Tom Peters calls it The Leadership50 -- Fifty strategies and tactics for vigorous leadership in times of uncertainty.
  • Reinvention (Or: Twenty-seven Practical Ideas that will Transform Every Organization)
    A concise, yet insightful and entertaining guide to the things you should be doing to make lemonade out of lemons.

2007 marked the 25th anniversary of the publication of one of the most influential business books ever written: Tom Peters and Bob Waterman’s In Search of Excellence. Upon publication, the book immediately ushered in a management revolution, forever changing the way entrepreneurs and leaders viewed their relationships with their employees and customers. In the book, the authors reemphasized what Tom calls the “obvious ideas”: the paramount importance of an abiding orientation toward action over talk, matchless customer intimacy, a wholehearted devotion to acquiring and developing the best talent, entrepreneurship spurred internally, the ever-difficult task of “keeping it simple,” and leadership as “a product of passion, passion, passion.” These ideas are now considered “standard operating procedure” in businesses around the world—though often implementation does not live up to the standards practiced by the world’s best.

In this compelling presentation, Peters revisits and boldly extends the ideas that helped make In Search of Excellence a watershed event in both business and publishing—and launched the now mammoth “management guru industry.” Admitting that “the older I get, the less boring these ‘basics’ such as ‘people first’ become,” Peters says that these same ideas “that led us to take a gamble on Wal*Mart in 1982 animate the likes of Google, Starbucks and Commerce Bank today. In fact, the 100% implementation of these ideas is far more important—for survival’s sake—than it was 25 years ago.”

This presentation promises to inspire audiences of any type, anywhere. Peters’ own passion and intensity, audiences around the world report, has only grown with the passage of time.

Ways to tailor this presentation:

  • Building an “Innovation Machine: In uncertain times like ours, innovation is inarguably top management’s Job One. Strategies and tactics and cases are offered to abet creation of an abiding “Culture of Innovation.”
  • The Pursuit of Excellence in Health and Health Care
    In the last 36 months, healthcare has become Peter’s passion and obsession. Not the legislation, but his long term abiding interest in operational excellence and a culture of Excellence. His focus is primarily patient safety, patient-centered care and home care/chronic-care associated with the rapidly aging population. Evidence-informed medicine and over-treatment are also areas of his intense study; the latter of course does coincide with reimbursement policy. As usual, Peter’s believes in experimenting your way to Excellence—the good news is that regardless of the law, numerous institutions of all sorts are experimenting aggressively with new approaches to achieving operational excellence. Peter’s sees this experimentation foreshadowing the most exciting-revolutionary decade of re-orientation in healthcare management practices—again, regardless of legislation and the new science.
  • Talent Time!
    It’s the people, stupid! Well, of course, it’s always been the people; but with a new value equation that puts dramatically more emphasis on innovation and creativity and NASA-like “to the moon” projects and multi-enterprise co-operation, talent (big word!) is more important than ever. Strategies and tactics are offered for taking a fresh, radical re-look at the “people (talent!) dimension.” Peters comes at this “bottom up,” focusing on what he calls “Brand You”—instilling an entrepreneurial attitude and penchant for excellence in every employee.

The “engine” of the current economic mess is losing total touch with the basics: that is, lending money to people, by the millions in the end, who “obviously” couldn’t pay it back. In many ways, that is the whole story—at the bottom of the bottom of the bottom of the pile of derivatives of derivatives of derivatives are truly stupid loans that any fool would say should never have been made.

  • We get in trouble when we forget the basics. 
  • We get out of trouble when we remember the basics.
  • We stay out of trouble when we become perpetually “insane” about the basics.

Peters wrote the book that spawned a management revolution because we placed too much emphasis on sophisticated “MBA thinking” and not enough emphasis on the stuff that led over a thousand people to show up for his grandfather Owen Snow’s funeral in little Wicomico Church, Virginia, over a quarter of a century ago.

Grandfather Owen had run a country store and he’d been counselor, banker, and friend, as well as shopkeeper, to thousands over the years. He was a math whiz (he passed a bit of that on to me), but those thousands showed up at his funeral because he never forgot the basics of taking the time to listen and putting people first!

The great news for today: The worst of the worst can be managed if we remember, and assiduously apply, the principals of Peters’ grandfather:

Does that sound simplistic?
But remember: We’re deep in doggy doo-doo because of nothing more than lending money to people who obviously (!!!) couldn’t pay it back.


A CEO of a mid-sized bank attended a seminar of mine in Northern California many years ago—but I remember the following as if it were yesterday. I’ve forgotten the specific context, but I recall him saying to me, “Tom, let me tell you the definition of the good lending officer. After church on Sunday, on the way home with the family, he takes a little detour to drive by the factory he just lent money to. Doesn’t go in or any such thing, just drives by and takes a look.”


At, you will find, for free downloading, the PowerPoint slide sets Tom has used in his presentations over the last five years. You’ll also find a Master Presentation and a couple dozen “Special Presentations” on narrow slices of subject matter, such as the new market trends mentioned above.

For decades Tom Peters has been preaching the gospel of putting people first, and in today's rapidly changing business environment, this message is more important than ever. With his unparalleled expertise and inimitable charisma, Peters offers brilliantly simple, actionable guidelines for success that any business leader can immediately implement. The audience will leave with a roadmap for any organization and for individuals to thrive amidst the tech tsunami.

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