Jim Clemmer

Jim Clemmer - Leadership Teamwork Peak Performance  speaker


About Jim Clemmer - Leadership Strategist:

Since his first leadership presentation in 1975, Jim Clemmer’s practical leadership approaches have been inspiring action and achieving results across the globe. His keynote presentations, workshops, management team retreats, seven best-selling books translated into many languages, articles, blog, and newsletters have helped hundreds of thousands of people worldwide. Jim is a popular columnist and a regular guest on radio and television programs. Among his many achievements, he’s especially proud of tripling the size of his forehead!

Jim’s especially excited about reconnecting with Jack Zenger and his team. The CLEMMER Group is now Zenger Folkman’s Canadian Strategic Partner. Jim was co-founder of The Achieve Group (which became Canada’s largest leadership training firm) when they worked very successfully with Jack’s previous company, Zenger Miller. Zenger Folkman is the world’s premier provider of leadership research, assessment, development, and implementation programs. The firm is best known for its unique evidence-driven, strengths-based system for developing extraordinary leaders and demonstrating the performance impact they have on organizations. ZF’s powerful development system is outlined in their bestselling books The Extraordinary Leader, The Extraordinary Coach, The Inspiring Leader, and How to Be Exceptional.

The VIP Strategy: Leadership Skills for Exceptional Performance was Jim’s first book. It became a Canadian bestseller and was published in Europe and Japan. His second book, Firing on All Cylinders: The Service/Quality System for High-Powered Corporate Performance, was both a Canadian and an American bestseller with over 100,000 copies sold. Jim’s third book was Pathways to Performance: A Guide to Transforming Yourself, Your Team, and Your Organization. His next book – focused on personal growth/leadership – was Growing the Distance: Timeless Principles for Personal, Career, and Family Success. Based on the popularity of the approach and leadership framework in Growing the Distance, Jim wrote a companion book entitled The Leader’s Digest: Timeless Principles for Team and Organization Success. He followed this with “an edutaining case study” or work of leadership fiction entitled Moose on the Table: A Novel Approach to Communications @ Work. His latest book is Growing @ the Speed of Change: Your Inspir-actional How-To Guide For Leading Yourself and Others through Constant Change.

Jim has delivered over two thousand customized keynote presentations, workshops, and retreats, as well as consulted to and coached executive teams in hundreds of major companies, the public sector, universities, family businesses, and healthcare organizations. One of his goals, on his many business trips, is to have half as much fun as his family thinks he’s having!

Jim is recognized as a Certified Training and Development Professional (CTDP) by the Canadian Society for Training and Development. Jim has been Practitioner in Residence for the masters (MASc) and doctoral (PhD) students in the University of Waterloo’s Industrial/Organizational Psychology program.

Jim lives in Kitchener, Ontario with his wife, Heather. When they aren’t working together in The CLEMMER Group or travelling they are spending time with friends and family. Their three adult children, Christopher, Jennifer, and Vanessa, have taught them all about “boomerang kids” by moving back home after university to launch their careers!

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What Jim Clemmer Talks About:

Leading @ the Speed of Change
Leadership is clearly THE key to success. That’s why it’s such a popular topic. But despite all the talk about leadership and change, many “change fatigued” people are still struggling with just how to strengthen their personal effectiveness and leadership. Many supervisors, managers, and executives are confused by the multitude of leadership grids, charts, formulas, jargon, fads, charismatic stories, and buzzwords. Frontline staff often end up with a sense of “there they go again on another tangent.” Or “they are doing it to us again.”

Breaking Through the Bull: Leading a High-Performance Team or Organization
For 10 years, The CLEMMER Group has successfully used the powerful Moose-on-the-Table metaphor to help management teams identify and address issues getting in the way of higher-performance.

Many teams find it much easier to avoid tough conversations than do anything about them. But rarely do problems get better when left unaddressed. Rather the moose grow larger, breed, and increase in size and complexity.

Signs of Moose-on-the-Table issues include:

  • Real discussions happening in the hallways after the meeting.
  • People agree - then go and do their own thing.
  • Big problems or issues are minimized and touchy issues avoided.
  • Helplessnes, cynicism and apathy.
  • Growing turf protection and silos or walls between departments.
  • Blame storming, fault finding, and sniping (often wrapped in "humorous" zingers).
  • Commitments continuously not kept and deadlines missed.
  • Meetings waste time, drain energy, and frustrate participants.
  • Lobbying, politicking, and decision-making outside the team meetings.

Leading a Customer-Centered Organization: How to Build a Service/Quality System for Exceptional Results
The need is huge. The opportunities are vast.

Research is clearly showing that high performing organizations are highly customer-centered. But customer satisfaction levels have been steadily dropping from nine to sixteen percent across many industries.

Technology such as automated phone systems, call centers, and e-commerce are alienating many customers. That’s often because they are designed to increase organizational efficiencies, not serve customers the way they want to be served. Walls between these technologies and the rest of the organization compound the problem. And when frontline producers and servers also feel alienated and poorly supported by their organization the customer is served a lethal service/quality cocktail.

Most attempts to improve customer service are too narrow and superficial. They fail to focus the organization’s culture and core processes on serving customers. That’s why fifty to seventy percent of these programs fail.

Leading a High-Performance Culture: How to Foster an Energizing Environment That Inspires Peak Performance
Two decades of research shows that an organization’s culture is the key factor in its performance. A multi-year Harvard Business school study on the links between corporate culture and performance found that high-performance cultures resulted in 682% revenue growth versus just 166% for low performing cultures. Net income growth was 756% versus 1%!!

The accelerating pace of change, new technologies, customer demands, e-commerce, workforce demographics, business model challenges, fierce competition, shareholder expectations, margin pressures, shrinking cycle times, shifting work ethics, and the like are pulling organizations in many directions. Now, more than ever, organizations need the bonding glue of a strong culture to hold everything and everyone together.

High performing organizations pull together the intangible leadership issues that define their unique character and rally people around a deeper sense of purpose. These powerful feelings are made tangible through the strong implementation of management processes and systems that translate ideals into action. It’s recognizing that vision without an action plan is just a dream. Action without a vision is drudgery.

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