AdrianGostick:TopicDescriptions

Topic#1:CulturechangeTitle: AllIn

Howthebestleadersdevelopacultureofbelief&drivebigresultsTheDilemma:

Whilemostleadersunderstandtheirmostreliablecompetitiveadvantagecomesfromtheirpeople,fewknowhowtogettheirteams“allin”—convincingemployeestobuyintothestrategythey’veputforward.Ifacultureisclear,positive,andstrong,thenpeoplewillbelievewhattheydomattersandthattheycanmakeadifference.Ifacultureisdysfunctional—chaotic,combativeorindifferent—employeeswillspendmoretimethinkingaboutwhythepeoplesittingnexttothemshouldbefiredthangettingfiredupthemselves.

TheResearch:

TeamingupwithresearchgiantTowersWatson,#1bestsellingauthorAdrianGostickpresentsthefindingsofanunprecedented300,000-personstudyconductedintheworstoftherecessionforhisbookAllIn.Basedonthisbreakthroughresearchandhisextensiveconsultingexperiencewithawho’s-whoofsuccessfulorganizations,hepresentsasimpleroadmapthatallmanagerscanfollowtocreateahigh-achievingcultureintheirownteamswhereemployeesareengaged,enabledandenergized.

TheResult:

Gostickoffersspecifichow-tosforeachstep,andtellsfascinatingstoriesofleadersinactionthatvividlydepictjusthowthesepowerfulmethodscanbeimplemented.Audienceswilllearn:the3research-basedcharacteristicsoftheworld’smostprofitable,productiveorganizationalandteamcultures;the7stepstoday’smostsuccessfulleadersusetogeneratebuy-in;andhowmanagersatanylevelcanbuildaproductiveworkgroupcultureoftheirownwhereemployeescommittothecultureandgiveanextrapushofeffort.

TheAudience:

Designedforseniorleadersandmanagers(althoughsometimestailoredtoincludeallemployees),AdrianGostickhaspresented“AllIn”tocorporateaudiencesandassociationconferencesworldwide.Thesessionistypicallycustomizedtoanorganization’sspecificculturechallenges.

Topic#2:EmployeeengagementTitle: TheEngagementEffect

Howthebestmanagersareengagingemployeestomeettheneedsofavolatile,uncertain,complexandambiguousworld

TheDilemma:Financialperformanceinhigh-engagementorganizationsis44percenthigherthaninlowengagementorganizations.Some90percentofseniorleadersbelieveemployeeengagementisakeydriverofbusinessperformance.Butonly24percentthinktheiremployeesareengagedenoughtomovetheirbusinessesforward.TheResearch:NewYorkTimesbestsellingauthorandleadershipexpertAdrianGostickpresentsfindingsfrom20yearsofresearch,withatotalof850,000-peoplenowsurveyed,toillustratethestepstoday’smostsuccessfulorganizationsusetogeneratesuperiorlevelsofemployeeengagementtodriveenergy,focusandinnovation.Hisworkshowsexactlywhichleadershipbehaviorsmoveengagementandwhichdon’t.TheResult:Inthispracticalandthought-provokingkeynote,Gostickintroducesapracticalguideforleaders,showingthemexactlyhowtomovetheneedleonemployeeengagement.Theauthordrillsdeepwithcasestudiesofrealmanagersinactionandpracticalexamplesofprovendriversofengagementsuchas1)alignmentwithfuturevision,2)enhancedtrustandinnovation,3)transparentcommunication,4)careerdevelopment,and5)strategicrecognitionofcontributions.TheAudience:Designedforseniorleadersandmanagers,AdrianGostickhaspresented“TheEngagementEffect”tocorporateaudiencesandassociationsworldwide.Thesessionistypicallycustomizedtoanorganization’sspecificengagementchallenges.

Topic#3:Thelatestthinkinginrewards&recognitionTitle: Carrots2.0

Howtoday’smanagersuserecognitiontoengagetheirpeople,retaintalent,andaccelerateperformance

TheDilemma:Mostmanagerswanttocreatecultureswheretheirteamsachieveabove-and-beyondresults,butforaculturetoreallytakeoffteammatesmustencourageeachotheronadailybasis.Theanswerisinrootingforeachother:havingeachother’sbacks,appreciatingstrengths,andrecognizingstrategicbehaviors.TheResearch:Basedhis#1bestsellingbookTheCarrotPrinciple,whichunveileda10-year,200,000-personsurvey,Gostickhasbecomethepreeminentauthorityonemployeerecognition.Now,heintroducesustoCarrots2.0—showingincontrovertibleevidencethattoday’semployeesrespondbestwhentheyarerecognizedforthingstheyaregoodatandforthoseactionswheretheyhadtostretch.TheResult:Gostickintroducesaudiencestonewgenerationalandindustry-specificdatafromhis2016proprietarysurveyof14,000workingadults—helpingmanagerslinkrecognitiontowhatismostmeaningfultotheiremployees.Heintroducespracticalconceptsthathelpmanagersencourageexcellence,includingideassuchasappreciationvs.recognition,effortvs.achievement,andpraisevs.rewards.TheAudience:Designedformanagers,AdrianGostickhaspresented“Carrots2.0”tocorporateaudiencesandassociationsworldwide.Thesessionistypicallycustomizedtoanorganization’sspecificrecognitionneedsandcanalsoincludetheorganization’savailableR&Rtools.

Topic#4:Managingmillennials&othergenerationsTitle: WhatMotivatesMe?

HowtoleadandretaingenerationsintheworkplaceTheDilemma:By2024,75percentoftheworkforcewillbeMillennialsandGenZ.Thebestleadersareretainingmoreoftheirkey,youngtalentbycreatingmeaningfulcareerdiscussionsfromday-one,andarehelpingyoungerworkersunderstandtheirimpactonthegreaterpurposeoftheorganization.TheResearch:

BasedonAdrianGostick’sbestsellingbookWhatMotivatesMewiththefindingsofan850,000-personresearchstudy,andintroducingGostick’sPrimaryResearchStudyofthousandsofmillennials,theauthoridentifiespracticalmethodstoinspiretoday’syoungworkerstoincreaselevelsofcommitment,enhancefeelingsofinclusion,andspeedtheprocessofonboarding.

TheResult:

Inadditiontolearninghowtohelpteammembersofallgenerationsworktogethermoreeffectively,leadersinthissessionwilldiscoverwaystoreduceemployeeattritionbyhelpingeachemployeeunderstandtheircoremotivatorsandsculptthenatureoftheirpositionstobettermatchthosedrivers.Thetruthisveryfewleadersknowwhatisreallymotivatingtotheirpeopleor,eveniftheydo,don’tknowhowtoapplythatinformationtoday-to-daywork.

TheAudience:

Designedforseniorleaders,managers,andemployeegroups,theauthorshavepresented“WhatMotivatesMe?”tocorporateaudiencesandassociationsworldwide.SomegroupshaveparticipantscompletetheonlineMotivatorsAssessmentbeforethesession.

Topic#5:Leadershipinthe21stcenturyTitle: BeaBetterManagerbyFriday

Realskillsforinspiringemployees,leadingateam,andwinningintoday’stransformativemarketplace

TheDilemma:Forleaderslookingtodriveinnovation,diversity,andinclusionintheirteams,manyestablishedmanagementpracticesaredoingmoreharmthangood.Toomanyleadersaredampeningtheiremployees’exuberanceandrefreshingdiversitywithold-schoolmanagementapproachesthatarekillingtheircultures.TheResearch:AdrianGostickhasbeenoneofthemostinfluentialvoicesinleadershipresearchandorganizationalconsultingformorethantwodecades,butit’shisresearchoverthelastfewyearsthat’sgarneringextraattention.Aftersurveyingmorethan14,000workingadultsin2015-16alone,hehasfound5principlesofeffectiveleadershipthatmanagersinthe21stCenturycanemploytogreateffect,and5principlesthatmustbeavoided.TheResult:Inafresh,funnyandchallengingkeynotepresentation,GostickdebunksmythssuchasTheSmartestPersonintheRoom,TreatingEveryonetheSameisFair,AppreciationComesinaPaycheck,andWe’llLetYouKnowifYouMessUp.Heteachesaudienceshowtoleadinsuchawaythattoday’semployeeswillfollow—includingestablishingaclearfuturevision,enhancingdiversity,increasingtrustlevels,andprovidingopportunityandgrowthdevelopmentpaths.TheAudience:

Designedforseniorleadersandmanagers,theauthorhaspresented“BeaBetterManagerbyFriday”tocorporateaudiencesandassociationsworldwide.Thesessionistypicallycustomizedtoanorganization’sspecificleadershipchallenges.