About Curt Coffman - Chief Science Officer of the Coffman Organization and Executive Fellow at the Daniel School of Business:
Keynote speaker Curt Coffman has consulted and spoken for many Fortune 100 and 500 companies, and his work has spanned the Western Hemisphere, Europe, Asia, and the Middle East. An insightful and completely engaging speaker on leadership, management, and customers, Mr. Coffman has helped thousands of groups create great places to work and has had an impact on individuals, families, organizational growth and creating engaged customers.
A New York Times bestselling author, researcher, business scientist, consultant to Fortune 100 and Fortune 500 organizations, MBA and Executive Fellow at the Daniels School of Business, Curt Coffman has invested 30+ years in the science of high performance culture.
Recently featured on the cover of Engaging Strategies magazine, Mr. Coffman virtually created the engagement movement, and is currently changing the way organization's think about their culture, their managers and their business results. His mission is to help organization, their leaders, managers and associates to create more engaging and productive workplaces to secure the loyalty and growth of their customers and business.
As Senior Partner and Chief Science Officer of The Coffman Organization, Mr. Coffman has studied hundreds of organizations and millions of employees and customers. He was formerly the Global Practice Leader for employee and customer engagement at the Gallup Organization for 22 years.
His work launched a new era in employee engagement and management development with First, Break All the Rules: What the World's Greatest Managers do Differently - one of the best selling management books of all times. He followed that up with another bestselling book, Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential. Curt Coffman's newest book is Culture Eats Strategy for Lunch: The Secret of Extraordinary Results.
An international figure in the world of management and engagement, Mr. Coffman's work has been translated in over 40 different languages. His research and writings have appeared in the Harvard Business Review, The Wall Street Journal, Business Week, Chief Executive magazine, CIO Magazine, The Economist, Fast Company, Fortune, the Harvard Management Update, Inc. magazine, the International Journal of Management Reviews, Microsoft Executive Circle, The New York Times, USA Today, and the Washington Post, and a host of other management journals. He is currently an op-ed contributor to the New York Times.
What Curt Coffman Talks About:
First Break All The Rules
What the World's Greatest Managers Do Differently.
Great managers break the rules of conventional management wisdom. They:
- Select people based upon talent rather than experience, skills, and knowledge
- Focus people through clarity of desired outcomes rather than steps and processes
- Motivate people through the discovery of strengths rather than fixing weaknesses
- Create growth by finding the right "fit" between the person's talents and demands of the role
- Get really close to people and believe relationship drives performance
- Play favorites and spend most of their time with the most productive people
The much anticipated follow up publishing from Curt Coffman, 9 Years in the making! Culture can be the single most important competitive advantage or it can literally have our strategy for lunch. Learn how to assess the risk level within your organization and what to do about it.
Creating A Place Where People Just Can't Wait to Come to Work Everyday
From the study of over 1 million employees and what attracts, keeps and energizes them. Curt has developed a strategy to fully engage employees.
Having a clear focus, great manager, right talent, and quality relationships are the keys to personal and professional success. Individuals want to be part of a team that has high standards and expectations that enable them to achieve success they never thought possible. They are constantly raising the bar for themselves and others by tracking personal bests and encouraging pressure to perform from team members. Having best friends at work is a driver of accountability and work-life balance. People leave managers not companies. Great managers are, therefore, the foundation of great organizations. How we select, focus, and recognize managers can be the best predictor of results. Great managers of people have strange practices: playing favorites of high performers, getting very close to the people that report to them, firing people faster than bad managers out of genuine respect for the person, and customizing plans to fit the needs of each person.
Other Topics Include:
- Managing employees and customers in the new
- Management trends
- Employee engagement, development, and retention
- Finding and keeping talented people
Curt Coffman brings the clarity and understanding necessary to understand and capitalize on these realities. Don't wait till its too late.
Toyota Motor Sales U.S.A., Inc.
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