Top Speakers On Innovation

We are constantly gathering recent reviews and references on both our existing speakers as well as new additions to our roster. We tabulate the data to see who clients are picking as the best.

As of September 29, 2014 here are our highest rated Innovation Speakers:

Top Innovation Speakers

Scott Anthony
Innovation Strategist

Daniel Burrus
Technology and Innovation Futurist

Erik Brynjolfsson
Award-winning Innovation and Technology Researcher, Author and Professor at MIT

Jim Carroll
Futurist, Trends and Innovation Speaker and Author

David Goldsmith
Leadership and Management Expert

Sally Hogshead
Speaker on Innovation in Branding and Marketing

Frans Johansson
Speaker on Diversity and Innovation

Roch Parayre
Expert on Innovation and Decision Making Strategies

Robert B. Tucker
Speaker and Author on Innovation

Mike Walsh
Speaker on the Future, Technology and Innovation

*Speakers are listed in alphabetical order

Highest Rated Leadership Speakers

We are constantly gathering recent reviews and references on both our existing speakers as well as new additions to our roster. We tabulate the data to see who clients are picking as the best.

As of September 15, 2014 here are our highest rated Leadership Speakers:

12 speakers

Mike Abrashoff
Former Commander, USS Benfold and Author of It’s Your Ship

Robyn Benincasa
Motivational Adventure Racer

Ram Charan
Business Advisor and Author

Dan Coughlin
Author and Executive Coach on Leadership, Innovation and Branding

Mark C. Crowley
Leadership and Management Author

Chester Elton
Leadership and Management Author

Ryan Estis
Speaks on Business Performance, Leadership and Sales

Steve Farber
Speaker on Extreme Leadership

Polly LaBarre
Speaks about Innovation, Leadership and Management

Seth Mattison
Expert on Millennials in the Workplace

Mark Thompson
Expert on Sales and Leadership

Benjamin Zander
Boston Philharmonic Conductor and Leadership Speaker

*Speakers are listed in alphabetical order

Dianna Booher: 4 Reasons Smart Leaders Scrimmage

diannabooher“We’ve got our first scrimmage.” Players love to hear those words from the coach because scrimmages are much more fun than squat thrusts, windmills, or shoulder and hip rotations. Scrimmaging is as close to a real game as you can get without the hoopla, and it serves multiple functions in sports and at work.

Scrimmaging Trains You to Think on Your Feet
You can do deep knee bends and squats, push-ups, and jumping jacks until you faint from exhaustion. You can pass, catch, bat, rebound from the boards, and sink free throws until you perfect the basics. But the real test is maneuvering with poise and purpose against your opponents. A scrimmage gives you opportunity to react appropriately to whatever unfolds on the court or field.

At work, scrimmaging serves the same purpose. You need opportunity to train before getting in the game. Many people fail to follow through with tasks for the simple reason that they’ve had no training. They’re told the mission, handed their equipment, directed to suit up, and sent out to face the project or client without a single scrimmage. Is it any wonder they can’t think on their feet when faced with a tough situation? Is it any surprise that they drop the ball or fail to follow through?

Scrimmaging Provides a Safe Structure
The score doesn’t count on the season record. In fact, you often play your own teammates–first string against second string. When that’s the case, you may not even keep up with the time or the fouls. Instead, your attention is–what happened, … what didn’t happen, … what to do next time to make it happen.

At work, going without a scrimmage can be costly. Why not do a complete walk-through of the big customer briefing? Why not get input on the new policy statement draft from a few key suppliers before rolling it out it to a negative reception from all your vendors?

When scrimmaging, you can perfect a task or process and ask questions–before you lose a customer, blow up a project, or cause a lawsuit.

Scrimmaging Allows Replays Until You Get It Right
You can stop in the middle of play without an okay from a referee and work on your technique. If you didn’t handle the screen appropriately, the coach can have you run the play again. And again. And again.

Learning at work must be a continuous mind-set. Real leaders know the value of always expanding their skill set. Whether facing mergers or acquisitions, recruiting for top slots, opening new markets, or developing new product lines, senior executives analyze, study, and bring in consultants to do the replays of what their own staff has recommended–just to make sure they’re getting it right before making the final game move.

The habit of replays should trickle down until everybody gets it right. What you knew last month has become outdated. Continual learning is your competitive advantage.

Scrimmaging Builds Bench Strength
Scrimmaging keeps everybody on their toes. For the second stringers, it’s their opportunity to go one on one with the first string. As a first stringer, this is not the time to relax because someone else is itching to take your place. If you’re not playing at your best, you can quickly find yourself back on the bench.

Scrimmaging at work on stretch assignments provides perfect opportunities to increase your skills so you’re ready to take on more responsibility. The best leaders make it a priority to build bench strength among the entire team–rather than depending on one or two star players.

Leaders who can motivate their team during the scrimmages find that the tougher challenge–but are better prepared for the bigger win.

Source: The Huffington Post

About Dianna Booher – Communication and Productivity Author:

51dLtWebmPL._SY344_BO1,204,203,200_Dianna Booher works with organizations to improve communication: leadership communication, executive presence, presentation skills, writing skills, interpersonal skills, organizational communication. Her extensive and ongoing research and published works in the field of business communication and productivity serve as the foundation for communication skills training and consulting services offered by Booher Consultants, Inc.

As the author of 46 books, translated into 26 languages, Dianna has published with Simon & Schuster/Pocket Books, Warner, McGraw-Hill, Random House, Thomas Nelson, and Berrett-Koehler. Dianna’s work is also widely available in audio, video, and online courseware. Several books have been major book club selections and have won numerous awards. Her most popular books include: Creating Personal Presence: Look, Talk, Think, and Act Like a Leader, Communicate with Confidence: How to Say it Right the First Time and Every Time (Revised and Expanded Edition), The Voice of Authority: 10 Communication Strategies Every Leader Needs to Know, and Speak with Confidence: Powerful Presentations That Inform, Inspire, and Persuade.

For more information on Dianna Booher, please visit The Sweeney Agency.

Peter Bregman: What to Do on Your First Day Back from Vacation

peterYou come back from vacation and start your game of catch-up. This is an especially challenging game if you’re a senior leader. You have hundreds, maybe thousands of emails, a backlog of voicemails, and a to-do list that doubled or tripled in length while you were away. You need to respond to the pent-up needs of clients, managers, colleagues, employees, and vendors. You need to fight fires. You need to regain control.

So you do your best to work through the pileup, handling the most urgent items first, and within a few days, you’re caught up and ready to move forward. You’re back in control. You’ve won.

Or have you?

If that’s your process, you’ve missed a huge leadership opportunity.

What’s the most important role of a leader? Focus.

As a senior leader, the most valuable thing you can do is to align people behind your business’s most important priorities. If you do that well, the organization will function at peak productivity and have the greatest possible impact. But that’s not easy to do. It’s hard enough for any one of us to be focused and aligned with our most important objectives. To get an entire organization aligned is crazy hard.

Once in a while, though, you get the perfect opportunity. A time when it’s a little easier, when people are more open, when you can be more clear, when your message will be particularly effective.

Coming back from vacation is one of those opportunities. You’ve gotten some space from the day to day. People haven’t heard from you in a while. Maybe they’ve been on vacation too. They’re waiting. They’re more influenceable than usual.

Don’t squander this opportunity by trying to efficiently wrangle your own inbox and to-do list. Before responding to a single email, consider a few questions:

What’s your top imperative for the organization right now? What will make the most difference to the company’s results? What behaviors do you need to encourage if you are going to meet your objectives? And, perhaps most importantly, what’s less important?

The goal in answering these questions is to choose three to five major things that will make the biggest difference to the organization. Once you’ve identified those things, you should be spending 95% of your energy moving them forward.

How should you do it?

1. Be very clear about your three to five things. Write them down and choose your words carefully. Read them aloud. Do you feel articulate? Succinct? Clear? Useful? Will they be a helpful guide for people when they’re making decisions and taking actions?

2. Use them as the lens through which you look at – and filter – every decision, conversation, request, to do, and email you work through. When others make a request, or ask you to make a decision, say them out loud, as in “Given that we’re trying to accomplish X, then it would make sense to do Y.”

Will that email you’re about to respond to reinforce your three to five priorities? Will it create momentum in the right direction? If so, respond in a way that tightens the alignment and clarifies the focus by tying your response as closely as you can to one or more of the three to five things, as you have written them.

If you look at an email and can’t find a clear way to connect it to the organization’s top three to five priorities, then move on to the next email. Don’t be afraid to de-prioritize issues that don’t relate to your top three to five things. This is all about focus, and in order to focus on some things, you need to ignore others.

You’ve got this wonderful opportunity, a rare moment in time when your primary role and hardest task – to focus the organization – becomes a little easier. Don’t lose it.

Coming back from vacation isn’t simply about catching up. It’s about getting ahead.

Source: Harvard Business Review

About Peter Bregman – Leadership and Personal Growth Author:

18 Minutes jacketPeter Bregman, CEO of Bregman Partners, Inc., has used his approach to improve leadership & performance at some of the world’s premier organizations, including Morgan Stanley, NASDAQ, JP Morgan Chase, Victoria’s Secret, Converse, Katz Media Group, Passlogix, and FEI, among others. He has worked with companies throughout the U.S., Canada, Europe, Asia and Australia and has served as adjunct faculty with Columbia University Business School and the National Outdoor Leadership School.

Author of 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done and Point B: A Short Guide to Leading a Big Change, Peter also writes a weekly column, How We Work, for HarvardBusiness.org and is a regular contributor to Fast Company, Forbes, National Public Radio (NPR), Psychology Today and CNN.

Bregman has based his work on the notion that an organization, at its core, is a platform for talent. By unleashing that talent, focusing it on business results, and aligning it with a compelling vision, both the individual and the organization thrive. Since 1989, he has trained and coached all levels of management and individuals to recognize their leadership, exhibit leadership behaviors, model and stimulate change, and foster their own development and growth as well as that of their teams and colleagues. He earned his B.A. from Princeton University and his M.B.A. from Columbia University.

For more information, please visit: The Sweeney Agency