Why would anyone want to be led you? This is the single most important question a manager or leader needs to ask themselves if they want to unlock the potential and creativity of their people. The reason your employees get up in the morning and choose to be engaged and productive has nothing to...

Why are some people able to deliver under pressure while others fall apart? This program, based on the ground-breaking New York Times bestselling book, Performing Under Pressure, The Science of Doing Your Best When It Matters Most, answers this question. After studying more than 12,000...

In our experience of delivering hundreds of keynotes every year, we find the most impactful keynotes have an experience that expands beyond the presentation for both the individual participants and the client organization. Our approach to keynotes incorporates three key elements that engage the...

The Science of Doing Your Best When it Matters Most

Why are some people able to deliver under pressure while others fall apart? This program, based on the ground-breaking New York Times bestselling book, Performing Under Pressure, The Science of Doing Your Best When It Matters Most, answers this...

The Missing Ingredient Behind Building a Highly Engaged Organizational Culture

Why would anyone want to be led you? This is the single most important question a manager or leader needs to ask themselves if they want to unlock the potential and creativity of their people. The reason your employees...

The Need to Focus On People During Disruptive Change

If the Hippocratic Oath's main directive is ‘first, do no harm,’ then the brain’s is ‘first, keep alive.’ Yet the
usual approach most organizations take in managing change and disruption does not take into
consideration this neurological...

Why Meeting Your Biggest Challenges has Everything to Do with Leading Under Pressure

Your organization, like many others, is facing big challenges: whether it is an accelerated rate of change, threat of disruption, ambitious targets or aggressive competition; your people experience these...

When facing a challenging conversation, most managers adequately cover the first 92% of content they want to cover. When they get to the more difficult part of the conversation, more often than not, they avoid the last 8% of the conversation. What’s missed is the critical information and feedback...