About Dr. Jamie Gruman - Leading Authority on Positive Organizational Psychology:
Dr. Jamie Gruman is an award-winning researcher, award-winning professor, and speaker on organizational behavior and positive organizational psychology. He is the founding Chair of the Board of Directors of the Canadian Positive Psychology Association. His influential research has been cited by media outlets around the globe, and his writings have been among the most downloaded and cited articles at the journals in which they are published. He has spoken for Fortune 500 corporations, public, and not-for-profit organizations.
Dr. Gruman’s talks focus largely on positive organizational psychology which is the study of how to create thriving workplaces. He has contributed chapters to cutting-edge books on the topic such as The Handbook of Employee Engagement and Advances in Positive Organizational Psychology and is co-editor of the book Applied Social Psychology which discusses how to use social psychology to address real-world challenges in every sphere of life.
Dr. Gruman is an associate professor in the Department of Management at the University of Guelph, one of Canada’s top comprehensive universities, and has previously worked at the University of Toronto, which consistently ranks as having one of the best business schools in the world.
What Dr. Jamie Gruman Talks About:
How to Manage a Diverse Workforce: Finding Gold at the End of the Rainbow
Diversity is a double-edged sword. The benefits of a diverse workforce are often touted as key to competitive success in the modern economy, but there are also many potential disadvantages of workforce diversity, such as reduced innovation and heightened turnover. The key to unlocking the benefits of diversity is twofold: 1) helping employees understand the nature of diversity and then actively managing it, and 2) integrating diversity management practices into organizational policies and procedures. These practices avoid the simplistic prescription to simply embrace diversity, and instead recognize diversity for its strengths and weaknesses, capitalizing on the former and mitigating the latter.
The Resilient Salesperson
Theodore Geisel, the man who became famous as Dr. Seuss, had his first book idea rejected by 27 times before he successfully sold it to Vanguard Press. What accounted for his eventual success was that he was resilient. Similarly, Steve Jobs was able to build Apple despite the inevitable hurdles faced by start-ups, and Lee Iacocca was able to turn around Chrysler, because they possessed the personal resources that build resilience and allowed them to launch major initiatives and persist in the face of obstacles. So, if resilience is such an important key to success, how do we build resilience among salespeople? Resilience is fostered by the development of psychological capital. Most businesspeople know about intellectual capital (what you know) and social capital (who you know), but few know much about psychological capital (who you are) and its tremendous value in promoting business results. Psychological capital is a personal resource made up of hope, optimism, confidence and, what follows from these - resilience. Dr. Gruman is an authority on psychological capital and how it can be developed and leveraged to foster resilient salespeople.
The Secrets of Replenishment: How Turning Downtime into “Uptime” Produces Health, Happiness, and Productivity
When people want to be more productive at work they naturally think of approaches and techniques that can be applied on the job. But there’s a new way to approach organizational effectiveness that focuses on how the activities you engage in while away from the job make you more effective and productive when you return to work. The approach is called ‘Boosting’ and focuses on how we can change our downtime into “Uptime” to most successfully recharge our batteries and return to work happier, more productive, and feeling like work requires less effort. Dr. Gruman presents his ReNEW model of effective leisure time which focuses on specific activities we can implement during our time away from our jobs – evenings, vacations, lunch breaks, etc - to have a major impact on the quality of our leisure time and, in turn, a beneficial impact on the quality and productivity of our work.
Leading a Culture of Resilience
Imagine a tall tree swaying in the wind. It bends but doesn’t break. And when the wind stops it returns to its upright position. This is the essence of resilience - you bend in the face of stressors, but then you bounce back. Leaders play a major role in building a culture of resilience in their organizations. Through the policies and practices they implement and their own behavior leaders either foster a resilient culture with strong employees who thrive in the face of challenges, or a fragile culture with employees who crumble easily. Leading a resilient culture requires focusing on three levels in organizations. For example, at the individual level leaders foster resilience by coaching and demonstrating to employees how difficulties can be viewed as controllable challenges rather than threats. At the group level leaders build the social scaffolding that provides support and resources necessary to address challenges. At the organizational level leaders focus on structural issues that help it and its employees maintain equilibrium by, for example, implementing cross-functional work assignments that allow employees to better understand the business environment, and joint employee-customer teams which build relationships and supply lines that help employees act quickly when problems arise. Dr. Gruman builds on his “Positive Pathway” Model to help leaders understand how to build a culture of resilience.
In the 1980’s Transformational Leadership was born and quickly became the dominant approach to leadership in organizations. In 2013 Transformational Leadership died. In the same way a chameleon changes itself to adapt to its environment, today’s organizations need a form a leadership that allows them to constantly morph into the form required for success. Sustained competitive advantage no longer comes from corporate strategies aimed at external threats. It comes from adaptive capacity aimed at internal realignment and change in response to competitive pressures. Complexity leadership allows this to happen. Complexity leaders don’t quell conflict and stabilize the system, they intentionally create conflict and strategically destabilize parts of the system to spur creativity. Complexity leaders don’t impose lots of structure, they promote a few simple rules to encourage swarm behavior. They don’t control organizations like engineers, they nurture organizations like gardeners, providing the enabling conditions that foster adaptability, resilience, and growth. In doing all this they surf the edge of chaos to encourage emergent change. Transformational leadership is dead. Long live Complexity Leadership.
Jamie is rare among speakers in that he is able to combine solid, evidence-based research with practical steps everyone can take to be more effective at work. And he does this with a humor and eloquence that makes his presentations as entertaining as they are enlightening.
We will not use your email address for any other purpose than sending you information and updates about your inquiry.
For more information about this speaker:
Call toll-free on 1-866-727-7555
Or, email your request.