I do not say this lightly--the most powerful keynote I have ever heard. JP was charged with setting the tone for the rest of the week. He clearly over-delivered!
Organizations face big challenges: whether it is an accelerated rate of change, the threat of disruption, ambitious targets or aggressive competition. They can only overcome these challenges with exceptional and authentic leadership.
Dr. JP Pawliw is a respected and award-winning visionary when it comes to building high-performing teams and cultures. Organizations such as United Healthcare, Blue Cross and even Harvard have consulted JP and his firm when it comes to building high-performing teams.
He is the co-author of the New York Times bestseller, Performing Under Pressure: The Science of Doing Your Best When it Matters Most, published in 65 countries and named as one of Inc. Magazine’s Best Business Books of the Year.
JP’s works with a who’s who of Fortune 100 companies such as Goldman Sachs, Google, Intel, Johnson & Johnson, Salesforce, PepsiCo, and Federal Reserve Bank as well as the US Marines, Olympic athletes and NBA and NFL teams which has provided him with considerable opportunities to test his science-based tools in environments of high pressure.
The focus of his work is bringing a research-based approach (his organization surveys over 40,000 people a month) to understand human performance. He and his team are renowned for naming the gap between what people want to do and what they actually do as The Last 8%. These are the conversations and decisions that don’t happen or that take too long to happen because they are perceived to be too risky. They are at the heart of why some organizations and leaders succeed while others fail.
As a provocative and highly captivating speaker and thought leader, JP brings engaging stories and a lot of fun to every keynote. He challenges groups to think differently about human behavior, leadership and how to manage the pressure that is overtaking so many organizations and individuals today.
You need to move fast, adapt to a changing environment, and deliver performance, yet your team is moving too slow when it comes to making tough decisions and are avoiding the more challenging conversations that drive results.
What is at the heart of high performance is culture. Unfortunately, most leaders misunderstand culture; they believe culture exists across the organization; it doesn’t. It exists primarily on teams. Second, they see culture as something that should be owned by the CEO and CHRO, believing it is their job to build the culture across the organization; it isn’t. Most CEO’s and CHRO’s get so overwhelmed when they think of tackling culture, that they avoid it and allow culture to be built haphazardly, which means that good people leave, and goals are not met.
In this powerful virtual or live keynote, your team will learn the results from our study of 7,500 leaders that puts your managers and people leaders at the center of building your culture. Your people will learn specific tools to own the culture on their team in the critical moments, the Last 8%, that creates culture. The Last 8% are those tougher conversations and decisions that many people struggle with and avoid. When leaders feel agency and have skills to lean into the difficult, they build a high-performance culture that becomes a powerful force in your organization.
In this powerful program, your team will learn:
* What the two pillars of a high performing culture are: High Connection (psychological safety) and High Courage (ability to do hard things skillfully)
* How to build the culture on their team with our proprietary approach of Model & Own
* Specific tools to connect and coach their people to be their best in Last 8% Situations
* How to influence & engage others who are at a distance and create the conditions to keep the best and brightest
“Best keynote presentation I have been to in years! Very different than the usual: extremely interesting and powerful – yet highly entertaining. It is not often I hear someone who can really ‘put it together’.” – Ernst & Young
Why do leaders become more risk averse when the world feels uncertain? Biology. Above all else, we’re wired for self-preservation. But in today’s environment, risk aversion is the opposite of what’s needed to operate at the speed required to adapt and win.
Speed is now the currency of success, in every industry, every function: product development, supply chain, technology, sales, marketing, digital transformation.
Organizations today don’t need economies of scale, they need economies of speed.
The organizations leveraging Gen AI most effectively, for instance, are those that have built the conditions for people to take smart risks. When even one person on your team avoids a risk they know they should take, they slow the organization, undermining your ability to adapt to uncertainty and change.
Our proprietary study of 34,000 people (to be published in Harvard Business Review in 2025) found a measurable gap between the risks people feel in their gut they should take and the risks they actually take: 7.56%. Rounded up, we call this The Last 8%.
That gap shows up when:
* People don’t have the full conversation they need to have
* They delay the hardest decisions
* They avoid experiments that would help them or the team
In this program, your team will learn:
* Concrete tools to manage their brain so they can lead effectively under pressure
* How to design the environment that gets more of the team taking the right risks—fueling innovation and performance
* The two biggest cultural barriers to speed (based on a study of 72,000 people) and why 67% of teams aren’t currently built for the level of risk today demands
* What the top 33% of teams do differently that allows them to move fast without losing control
* The single shared habit of elite performers—from Olympic athletes and Navy SEALs to Fortune 500 leaders—that lets them thrive in uncertainty
Your people are facing the biggest challenge of their careers, yet most continue to rely on their IQ and technical skills to manage through it all. It’s not enough.
To survive, your organization needs to be agile in the midst of change and challenge, and see opportunities where others do not. Your team needs to learn how to work effectively with others who are, themselves, under pressure.
In this powerful program, your team members will learn:
* Specific tools learned from working with high performers under pressure in the NFL, NBA, Olympic teams, Navy SEALs, Goldman Sachs, Intel, among others, to be more adaptable, resilient, collaborative and opportunistic
* How to manage their brain so they can think, perform and lead effectively under pressure
* The single most important daily habit that increases focus and decreases burnout
* Strategies to help their teams perform in the face of the pressure they face
This program is based on a 12,000-person study conducted for our New York Times best-selling book, Performing Under Pressure, which is available in 65 countries.
This session can be delivered for sales people and sales teams, focusing on helping them harness emotional intelligence to deal with pressure, build stronger relationships with their clients, collaborate internally and deal with the setbacks and uncertainty that sales people must overcome to be successful.
“Best presentation I have ever attended. Different than the usual: interactive and engaging, yet highly substantive. Huge success.” – Morgan Stanley
Our research has found that most people are relatively effective at getting to 92% of what they want to say in a feedback conversation. But when they get to the Last 8% of what they really want to say–the hardest part of the feedback they want to give–the part of the conversation that has consequences for the other person, they sense the potential emotional impact this feedback might have, and they back off, avoiding giving the feedback that’s needed.
This creates significant challenges for the other person: not only do they not know how or where they stand, which increases their anxiety, but they are also not given a chance to improve. Worse, they feel less psychologically safe and emotionally connected, which diminishes their performance.
The goal of this program is to give your people the insight and tools to manage their emotions to get to the Last 8% of what they want to say in any feedback conversation. The good news is that there is a burgeoning science of how to give and receive feedback that anyone can learn. It starts by becoming a ‘student of human behavior’, understanding the brain under pressure, and learning the concrete skills needed to give feedback in a way where the other person can hear it.
In this powerful program, your people will learn:
* What The Last 8% is and why it provides the biggest opportunity to learn, grow and boost their performance.
* How the brain reacts under pressure and why that is at the heart of why people avoid giving Last 8% feedback.
* Self-awareness: what their habitual way of reacting to receiving feedback is and why that matters as a signal to the other person that they are open to receiving this important feedback.
* How to start a Last 8% feedback conversation: most people do not know where to start, which causes anxiety. Along with trying to be perfect, this stops them from beginning this important conversation.
* What the key components are to building an environment of high psychological safety, and why it matters to innovation.
JP, your presentation was excellent, but the message was even more powerful. Thank you, it is something I will take personally to implement in all aspects of my life.” – IBM
Nobody performs better under pressure. Regardless of the task, pressure ruthlessly diminishes our judgment, decision-making, attention, dexterity, and performance in every professional and personal arena. In Performing Under Pressure, Drs. Hendrie Weisinger and J.P. Pawliw-Fry introduce us to the concept of pressure management, offering empirically tested short term and long term solutions to help us overcome the debilitating effects of pressure.
Performing Under Pressure tackles the greatest obstacle to personal success, whether in a sales presentation, at home, on the golf course, interviewing for a job, or performing onstage at Carnegie Hall. Despite sports mythology, no one "rises to the occasion" under pressure and does better than they do in practice. The reality is pressure makes us do worse, and sometimes leads us to fail utterly. But there are things we can do to diminish its effects on our performance.
Performing Under Pressure draws on research from over 12,000 people, and features the latest research from neuroscience and from the frontline experiences of Fortune 500 employees and managers, Navy SEALS, Olympic and other elite athletes, and others. It offers 22 specific strategies each of us can use to reduce pressure in our personal and professional lives and allow us to better excel in whatever we do.
Whether you’re a corporate manager, a basketball player, or a student preparing for the SAT, Performing Under Pressure will help you to do your best when it matters most.