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Best-selling leadership author and thought leader in the fields of corporate culture, leadership and engagement
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” Good leaders focus on what you and how you do it, the great ones remind us why.” – Speaker Adrian Gostick
In his challenging, information-packed talks, #1 bestselling leadership author Adrian Gostick provides real solutions on managing change, driving innovation, and leading high-performance teams.
Gostick is a global workplace expert and thought leader in the fields of corporate culture, leadership, and engagement. He is the author of the #1 New York Times, USA Today and Wall Street Journal bestsellers All In, The Carrot Principle and The Best Team Wins. His books have been translated into 30 languages and have sold 1.5 million copies around the world.
As a leadership expert, he has been called “fascinating,” by Fortune magazine and “creative and refreshing” by the New York Times. Gostick has appeared on NBC’s Today Show and CNN and is often quoted in The Economist, Newsweek, and Wall Street Journal.
See keynotes with Adrian GostickIn this interactive and engaging session based on the New York Times bestselling business book All In—which includes research from more than 300,000 people in high-performance organizations—Adrian teaches leaders how to Engage, Enable and Energize their workforces.
His presentation outlines how high-performance organizations deliver extraordinary results by creating a vibrant, productive culture where people believe that what they do matters and that they can make a difference. In this presentation, Adrian will relate stories of leaders in action that vividly depict just how these powerful methods can be implemented.
Based on an 850,000-person study of the most successful, innovative work teams, Adrian Gostick introduces the new science of teamwork. The vast majority of employees now work collaboratively, but 96 percent of executives cite poor teamwork as the primary source of workplace failures. It might be the most-pressing question organizations must address: How can managers better lead teams to improved performance given the volatility and challenges they face today.
This session introduces solutions to address:
Adrian’s research has shown a set of leadership disciplines that makes the biggest difference in building today’s best teams. His keynote will help your leaders:
New York Times bestsellers and corporate culture gurus Adrian Gostick & Chester Elton introduce research that shows how a few vital leadership skills—when done right—can boost employee engagement and reduce turnover.
This duo also unveils the fascinating science behind why so many managers resist (aka: suck at) something so seemingly simple as gratitude.
Audience members learn:
Gostick introduces audiences to new generational and industry-specific data from his 2016 proprietary survey of 14,000 working adults—helping managers link recognition to what is most meaningful to their employees. He introduces practical concepts that help managers encourage excellence, including ideas such as appreciation vs. recognition, effort vs. achievement, and praise vs. rewards. Adrian shows how great managers lead with carrots, not sticks, and in doing so, achieving higher:
Anxiety has a tremendous influence on the people we manage, especially on younger employees – affecting their productivity severely. More than 50% of workers say that anxiety has a negative impact on the quality of their performance. 75% consider their immediate supervisor the most stressful part of the job. 60% of the organizations plan to address anxiety & well-being in the coming three years. In this keynote, Leaders learn how to tackle the following issues:
Watch speaker Adrian Gostick in action
Adrian's messages were right on and resonated beautifully with all. His wonderful delivery of insightful leadership lessons with great humor captured the minds and hearts of all. As one participant said " Adrian spoke for an hour and if he went for 2 hours we'd still be with him"
Tom Joyce
What can I say, Adrian was awesome! he delivered a fantastic message that left our people inspired at our annual GM conference. We will see him again soon.
GJ Hart
A huge thank you to Adrian from the team at MS for attending our event in Hong Kong last month. Extremely engaging and motivating talk. Most importantly, he tailored the content perfectly to ensure it was relevant to the fast paced and forever changing needs of our clients.
Sally Williams Keenan
Adrian definitely impressed our group, and his ratings surpassed those of any other speaker we've ever had. In fact, he's the only speaker we've ever invited back. We are still rating our speakers on a 'Gostickmeter'.
Shari Kebler
It’s sad, but true: There are very few innovative organizations. But while it is rare to find an entire company with the agility and ability to break new ground, in our travels we do find pockets of innovation everywhere we go. These are teams, locations, branches and so forth that find unique and profitable ways to serve their customers better.
Some of the senior leaders we speak with tell us proudly about their innovators. We’ve noticed that a key difference between outstanding managers and the mundane, is whether they allow their rule-breakers to flourish. Can they challenge the status quo? Unfortunately, too many leaders are too quick to bring innovators back into line.
We once worked with one of the world’s largest technology companies, where one geographic group introduced a new credit card—out of character for the venerable firm—that took off. It generated $1 billion in new income its first year and was wildly profitable! The corporate sales and marketing group quickly took over this skunkworks project. And in the second year, the project saw a 90 percent drop in revenue. An executive joked to us: “We couldn’t help ourselves. We hate outliers.”
The bottom line: Your teammates have more ingenuity, drive, and passion to give. You have employees walking your halls today who have great ideas in their pocket, but they will not reveal those ideas until they feel like partners in the organization. And to accomplish that, we must give them a voice.
Just one best practice we’ve seen in action in innovative cultures: Assign a designated ombudsman who is accountable for listening to employee ideas. This ombudsman is not the boss, but a person with influence who is tasked with evaluating employee ideas and, if practical and worthwhile, helping present them to leadership. After all, true innovation usually happens in the trenches.
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