About Samuel Bacharach - McKelvey-Grant Professor of Labor Management at Cornell University & Speaker on Leadership, Management and Teamwork:
Samuel Bacharach is the McKelvey-Grant Professor of Labor Management at Cornell University's ILR School. He is the Director of ILR's New York City based Institute for Workplace Studies as well as the Director of the Smithers Institute and the director of the New York City-based Master of Professional Studies. He received his BS in Economics from NYU and his MS and Ph.D. from the University of Wisconsin. For the last 10 years, Professor Bacharach has focused on bridging theory and practice. Integrating his earlier work on politics, negotiation, and complex organizations into his studies of the workplace, Samuel has established his own unique perspective on proactive leadership.
Samuel is the author and editor of over 100 articles and over 20 books, including his two most influential works, Get Them on Your Side: Win Support, Convert Skeptics, and Get Results (2005), and Keep Them on Your Side: Leading and Managing for Momentum(2006). He also writes a weekly column for Inc. Magazine, titled
Pragmatic Leadership, in which he discusses topics such as leading change, establishing credibility, and sustaining momentum, among others. His work has been reviewed by The New York Times, Fast Company, HR Magazine, CIO Magazine, Investors Business Daily, Leadership Excellence, and Harvard Management Update.
Working with eCornell, Samuel has developed a dynamic 10-course leadership training certificate for High-Potentials, subscribed to by many Fortune 500 companies. Among the organizations trained in his pragmatic leadership approach are: Computer Sciences Corporation, PepsiAmericas, Starwood Hotels & Resorts, March of Dimes, Wal-Mart Stores, Citigroup, International Monetary Fund, Mellon Financial, Starbucks, BASF, BMC Software, Boeing, Inter-Continental Hotels Group, Chubb, Nintendo, Bristol-Myers Squibb, Devon Energy, TeleTech, and Gap, Inc.
In 2010 Samuel co-founded the Bacharach Leadership Group, an organization which specializes in leadership development programs with an emphasis on micro-skills: change, execution, negotiation and coaching. Since then, it has worked with numerous organizations to train their high-potentials in the skills of pragmatic leadership.
Sam Bacharach maintains that while vision and charisma motivate and create a sense of direction, the final test of leadership is getting results. Whether speaking on leadership, teams, employee engagement or talent retention, his speeches specifically address how to take vision and strategy from initiation to implementation - the pragmatic, nuts-and-bolts skills of getting things done. Sam Bacharach is an engaging and provocative speaker and is effective with audiences ranging from senior executives to the general public.
What Samuel Bacharach Talks About:
Leading Teams: How to Control but Not Smother
Teams are the premiere social unit of any organization. Because they exist in every context and organization, their implication is widespread. There is a balance to team leadership. It's about your capacity to juggle the two fundamental extremes of management: control and autonomy. Team leaders are constantly walking this tightrope. Whether focusing on team culture, feedback, evaluation, or motivation, the core of team leadership is mastering the art of balancing this fragile dichotomy. This talk will focus on what you as a team leader need to keep in mind to ensure that your team is capable of sustaining momentum to moving agendas forward.
Negotiating Skills: The Leader's Toolkit
Negotiation is something that is not always formal, but is an integral part of what every leader does everyday. There are critical skills that have to be kept in mind in any negotiating setting: anticipatory skills - the skills of anticipating where the other party is coming from, and tactical skills - the skills necessary to succeed while negotiating. In this talk, we will do a deep dive into these two skill sets.
Leading and Negotiating Without Ego
Sometimes leaders are tripped up by ego - their sense of importance and their drive to win. This can result in stalled initiatives, group dissention and at the extreme, total failure. As a leader, you have to be careful that your ego doesn't take up so much space that your vision, tactics, and strategies become illusory. You have to make sure you don't fall prey to the phenomena of
the emperor's new clothes where everyone praises you while you're parading around naked. This talk will focus on avoiding these pitfalls while leading and negotiating.
Developing High Potentials
Those on the fast track to success invariably know their business. They understand the technology and the markets, and they may even have a clear vision of where their business needs to go. The question is, do they have the skills to lead a team to execute that vision? Do they have the leadership savvy to move an agenda forward? Do they have the political competence to mobilize people and the managerial competence to move an agenda ahead? The future of your organization's success will depend on taking your high potentials and giving them the key skills that will allow them to move an agenda while working within teams and across organizational networks. You promote them because they know the business, but how do you give them the skills to lead?
Creating Change in a World of Naysayers, Turf & Silos
We live in a world of a
got-you mentality. You may have a grand idea, a wonderful initiative, but there will always be resistance. In this day and age, rarely will anyone tell you that they are against your idea. They'll give nuanced resistance and a sense that they are cooperating, when you suspect that they aren't. In moving an agenda and trying to create change in an organization, how do you succeed in a world of naysayers, turf, and silos? How do you get the buy-in from others? How do you make sure that you create the right coalition to move change ahead? How do you make sure you have the right people in your corner and that your idea has an opportunity to grow? How do you get stuff done when resistance is everywhere?
Keeping Teams Engaged, or How Not to Drop the Ball
Much has been written about engagement. Essentially, engagement is about your capacity to maintain a sense of collective and a sense of we-ness that will allow you to move an agenda ahead. This requires focused attention, as you want to make sure you are sustaining and managing forward movement. You do it by creating hierarchies but not forgetting teams; by creating a problem-solving culture but not processing things to death; making adjustments but not overreacting. This talk will provide twelve principles for keeping your team engaged and sustaining forward momentum.
Enhancing Political Savvy: Get Them on Your Side to Move Your Agenda
Surprise! Organizations are political entities. There is constant tension between individual and collective interests. What is good for R&D may not be beneficial to Marketing. The challenge is mobilize people around your agenda and overcome political obstacles. Your micro-political skills are essential to your leadership capacity. Without mastering these skills, you will be deluded into thinking you can do things alone and lead with authority. The truth is, political skills are necessary to getting people on your side and leading with influence. Embracing the political nature of organizations and identifying the specific skills needed to move agendas forward in this environment is what this talk is about.
It's Not All About You: Leading with Empathy
One of the most ignored leadership concepts is empathy - the capacity to understand where others are coming from, stand in their shoes, and focus sincerely on how you can enhance their goals and aspirations. Empathy is a critical leadership skill. In this world where the social contract between employers and employees has broken down, you as leader must convey to each member of your team that part and parcel of your agenda is to enhance them. This requires more than good intentions. It requires the mastery of some real specific skills, including your capacity to listen, question, dialogue, and project authenticity.
Enhancing the Capacity of Others: Coaching as Leadership
When you think of coaching, what comes to mind? Vince Lombardi? Bobby Knight? Whistles and locker rooms? Coaching is usually cast as a specialized function that a select few in specific industries undertake. We think of coaching as an extraordinary event. Well it's not. Coaching should be part of the culture of every organization and should exist at all levels. Coaching should be part of the hierarchical dialogue and the peer dialogue. At all levels, there should be a sense that you are there for others. In terms of leadership, coaching must supplement traditional supervisory techniques if your goal is to get the best out of people and to motivate and retain them. This talk focuses on coaching not as an extraordinary event, but as an essential set of micro-skills that should be part of every leader's repertoire.
Sam takes the heavy academic work and relates it into real world examples that are thought-provoking and impactful.
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