About Peter Bregman - Leadership and Personal Growth Author:
Peter Bregman is CEO of Bregman Partners, Inc., a firm which advises, coaches, and develops leaders at all levels to take powerful and ambitious actions to achieve the things that are most important to them and their organizations.
His most recent book is Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want, a New York Post top pick for your career in 2015. His previous book was the Wall Street Journal bestseller 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done, winner of the Gold medal from the Axiom Business Book awards, named the best business book of the year on NPR, and selected by Publisher’s Weekly and the New York Post as a top 10 business book. He is also the author of Point B: A Short Guide to Leading a Big Change and contributor to five other books. Featured on PBS, ABC and CNN, Peter’s articles and commentary appear frequently in Harvard Business Review, Bloomberg BusinessWeek, Fast Company, Psychology Today, Forbes, The Financial Times, CNN, NPR, and FOX Business News.
Peter began his career teaching leadership on wilderness and mountaineering expeditions and then moved into the consulting field with the Hay Group and Accenture, before starting Bregman Partners in 1998. Peter has advised CEOs and senior leaders in many of the world’s premier organizations, including Allianz, American Express, Brunswick Group, Goldman Sachs, Morgan Stanley, Deutsche Bank, JPMorgan Chase, FEI, GE Capital, Merck, Clear Channel, Nike, UNICEF, and many others.
Peter bases his work on the notion that everyone–no matter their job or level—has the opportunity to lead. Unfortunately, most don’t. There is a massive difference between what we know about leadership and what we do as leaders. What makes leadership hard isn’t theoretical, it’s practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk and uncertainty of saying or doing it. In other words, the critical challenge of leadership is, mostly, the challenge of emotional courage. Since 1989, Peter has trained and coached all levels of management and individuals to recognize their leadership, exhibit leadership behaviors, model and stimulate change, and foster growth of their own emotional courage as well as that of their teams and colleagues.
Peter earned his B.A. from Princeton University and his M.B.A. from Columbia University.
What Peter BregmanTalks About:
Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want
The basic things we all want – to do good work, be successful, get along with others, produce value as part of a team – are surprisingly straightforward to achieve. But, more often than not, our knee-jerk reactions to the people and situations we face result in the exact opposite. We’re fighting against ourselves in a clumsy disconnect between intention and impact, wasting valuable time and energy and straining our relationships in the process.
Drawing from his book published February 2015, Peter points out the often funny places where our intuitive but counterproductive knee-jerk reactions get us in trouble, and he shows us how we can replace them with counterintuitive but productive ones.
Peter shows how a few small, individual changes can transform an entire organization – moving it from a silo mentality to collective leadership, and he offers practical ideas, tools and tips to help people work together in a way that they, and their entire organization, profits.
Peter will show audiences:
- How to build a foundation of strength and inoculate themselves so they don’t get triggered by the things that other people do and say
- How and why we often say the wrong things, and what to do and say in-stead to build relationships and get the most important things done together
- Simple ways they can inspire the commitment, motivation and collective action of the people around them
18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done
We squander a tremendous amount of our potential – and organizations waste a tremendous amount of their people’s potential – by focusing on the wrong things or not following through on real priorities. It’s not that people don’t try hard enough, it’s that their efforts don’t reap the benefits they could.
Drawing from his book of the same title| Peter sets out the new, simple rules for leading in a way that brings focus to an organization and makes the best use of everyone’s talents.
Organizations succeed when people use every part of who they are to take care of their top priorities in the most efficient way possible. In this counterintuitive speech, Peter shows us how getting people to fit in or fix their weaknesses works against us. Instead, he tells leaders to help people embrace their weaknesses, assert their differences, leverage their strengths, and pursue their passions.
In this engaging, story-based and very practical talk, Peter offers ideas, practices, tips, mind hacks and gentle nudges to help leaders bring focus to their people and their organization.
Peter will show audiences:
- An 18-minute plan to manage their day – empowering them to get the right things done
- How to get traction, stick to their focus, ignore non-priorities, avoid the allure of unproductive busyness, and master their boundaries so they can resist distractions
- How to build a plan that places people at the intersection of their strengths, weaknesses, differences and passions, maximizing their success and impact on the organization.
Leading with Emotional Courage
Everyone in an organization – no matter their level – has the opportunity to lead. Unfortunately, most don’t. There is a massive difference between what we know about leadership and what we do as leaders. What makes leadership hard isn’t theoretical, it’s practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk and uncertainty of saying or doing it.
In other words, the critical challenge of leadership is, mostly, the challenge of emotional courage.
Emotional courage distinguishes powerful leaders from weak ones. It means standing apart from others without separating yourself from them. It means speaking up when others are silent and remaining steadfast, grounded and measured in the face of uncertainty. It means responding productively to political opposition – maybe even bad-faith backstabbing – without getting sidetracked, distracted or losing your focus.
In this engaging and interactive talk, Peter not only shares real-life stories of emotional courage in action, he gives audiences a taste of it.
Peter shows audiences:
- Why emotional courage is so important, and examples of its power
- What it feels like – experientially – to have emotional courage through fun and effective exercises
- How to grow emotional courage to take bolder moves in their work, their lives and the world
Point B: Change Without Resistance
Seventy percent of all major change efforts fail, mostly because of rampant fear, anxiety and resistance. Do you think of resistance as an inevitable byproduct of change? Peter, author of Point B: A Short Guide To Leading A Big Change, argues that resistance is optional, an unintended consequence of the way most leaders try to execute change.
Peter’s key insight: “People don’t resist change. They resist being changed.” Peter shows us how and why most change is executed poorly and most change management is counterproductive—creating stress in the leaders and resistance in everyone else. Done well, change isn’t something to suffer through on the way to something better (or maybe just different). Change is really an opportunity to deepen engagement and ownership; to create a workplace where everyone feels responsible for the success of the entire organization.
Peter illustrates this lively talk with a case study of a successful change involving 2|000 people globally in a large financial services firm and he shares:
- Three change rules that must underlie any organization change effort
- How to use the “Engagement Continuum” to diagnose and describe their own change initiatives
- Seven strategies for engaging the workforce during a time of change that shift the responsibility of change from leaders to the people who must take the daily actions to make the change successful