The Top 10 Speakers on Growth

Clients are asking us for Speakers who can talk about Growth. There are various ways to approach the topic from innovating new ideas, to understanding the future, to rethinking your customer service. In the 15 years we have been researching Speakers we have probably reviewed close to 500 on the subject of Growth, here are our top 10:

Ian Altman shows business leaders how to modernize their sales and marketing. Ian’s approach helps companies significantly grow sales by aligning their goals with current and emerging trends in buyer behavior. As a regular columnist for the digital editions of Forbes and Inc magazines, Ian is an internationally respected and sought after expert on business, innovation, collaboration, and integrity-based selling.

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Scott Anthony is a managing partner of Innosight, a strategy and consulting firm. He has led Innosight’s expansion into the Asia-Pacific region as well as its venture capital activities (Innosight Ventures). In his decade with Innosight, Scott has advised senior leaders in hundreds of companies such as Procter & Gamble, Johnson & Johnson, Kraft, General Electric, LG, Credit Suisse, and Cisco Systems on topics of growth and innovation.

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Jeanne Bliss pioneered the Chief Customer Officer position, holding the role for over twenty years reporting to the Chief Executive Officer at Lands’ End, Allstate, Coldwell Banker, Mazda and Microsoft Corporations, where she moved the customer to the strategic agenda, redirecting priorities to create transformational changes to each brands’ customer experience.

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Andy Boynton is Dean of Boston College’s Carroll School of Management, one of the world’s leading business schools, the author of several books and co-creator of DeepDive™, the world’s leading methodology for helping executives harness the power of teams to significantly improve problem-solving speed, innovation and results.

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Ram Charan is a world-renowned business advisor, author and speaker who has spent the past 35 years working with many top companies, CEOs, and boards of our time. In his work with companies including GE, MeadWestvaco, Bank of America, DuPont, Novartis, EMC, 3M, Verizon, Aditya Birla Group, Tata Group, GMR, Max Group, Yildiz Holdings, and Grupo RBS, he is known for cutting through the complexity of running a business in today’s fast changing environment to uncover the core business problem.

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Meridith Elliott Powell was voted one of the Top 15 Business Growth Experts to watch by Currency Fair, Powell is an award-winning author, keynote speaker and business strategist. With a background in corporate sales and leadership, her career expands over several industries including banking, healthcare and finance. Meridith worked her way up from entry-level to earn her position in the C-Suite. She is a Master Certified Strategist, Executive Coach and Certified Speaking Professional, a designation held by less than twelve percent of professional speakers, and a member of the prestigious Forbes Coaching Council.

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Dan Coughlin is a leading authority on managing for long-term business success. He teaches The Any Person Mindset, a practical management approach for improving individual, group, and organizational performance in a sustainable way. It is based on his core belief that any person can make a significant difference in an organization, but no one is born with the traits necessary to make a significant difference. These are learned thinking traits.

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Bill Taylor has encouraged a generation of executives and company-builders to think differently about change, leadership, and the new world of work. A spirited and hard-charging entrepreneur, Bill co-founded Fast Company, easily the most influential voice on business and innovation in the last two decades. Fast Company chronicles the revolution in management and competition driven by technology, and profiles the mavericks and rule breakers who achieve outsize success by taking a different path.

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Dr. Julie Williamson is a Vice President of Strategy and Research for Karrikins Group, where she has worked with some of the world’s largest companies, helping them set and execute on strategy and transformation. She is a leading voice in how organizations link together communication, design, strategy, sales, marketing and service to deliver sustainable growth. She uses both traditional and forward looking resources in her strategy and transformation work, leveraging design thinking to help client arrive at solutions.

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Mike Walsh is the CEO of Tomorrow, a global consultancy on designing business for the 21st century. He advises leaders on how to thrive in this era of disruptive technological change. Mike’s clients include many of the global Fortune 500, and as a sought-after keynote speaker he regularly shares the stage with world leaders and business icons alike. Mike previously founded Jupiter Research in Australia, and has also held senior strategy roles at News Corporation in the Asia Pacific Region.

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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.

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