Department of Defense
Leadership Speaker Garrison Wynn, CSP
Content and Comedy Collide With Leadership Speaker Garrison Wynn.
CHALLENGE - INSPIRE - ENTERTAIN
Leadership Keynotes and Breakout Sessions
Customized For Your Organization And Industry
The Real Truth about Success
What The Most Influential Leaders Do Differently And Why They Won't Tell You
Be prepared to laugh and learn as this research-based keynote reveals how top performers harness the power of their advantages, even when the odds are not in their favor. Business relationship expert and Amazon.com bestselling author Garrison Wynn delivers a high-impact program that answers two monumental questions: How do you get people to do what you want them to do? And how can you get better results from the challenging people you encounter along the way? With an emphasis on what you can actually walk out of the session with and achieve tomorrow, this program shows you how to weather the perfect storm while still looking really good in a raincoat!
Getting Great Results
Turning Talent Into Performance
Available in Leadership and Management versions.
In this keynote, results from the largest management survey ever conducted are combined with real-life management and leadership solutions to get the most from your people, regardless of their skill level. Participants learn how to manage their ego-driven top producers, how to listen like leaders and make their people feel heard, how to hire for talent and turn it into top performance, how to create a culture of excellence with their most promising people and how to help their low performers fight their way to the middle.
Making Employee Engagement Actually Happen
We hear the term "employee engagement" a lot these days; we also hear how recognition, goal alignment and a clear path to success can create it. But how can an individual positively influence the opinions his or her employees and coworkers have about their job? This highly entertaining session, backed by Evolve Performance Group research across 46 countries (and combined with over 70 years of Gallup survey data) shows that the thing people value most is feeling valuable! It gives the specific communication tools that anyone can use to dramatically reduce resistance to change, difficult behavior and employee turnover. The impact of this program reaches far beyond the session itself, creating an emotional shift that fuels immediate implementation.
The Truth About Leadership Success
Turning Talent into Performance
This entertaining research-based keynote reveals how top performing leaders harness the power of their advantages. Business relationship expert and Amazon.com bestselling author Garrison Wynn delivers a high-impact program that answers two monumental questions: How do you get people to do what you want them to do? And how can you get better results from the difficult employees you encounter along the way? With an emphasis on what you can actually walk out of the session with and achieve tomorrow; this program shows you how to weather the perfect storm while still looking really good in a raincoat!
Participants will learn:
- How to be right without making people wrong
- The truth about trust: Listening like a leader
- Bad-for-business body language: How leaders betray their words
- How to avoid robbing people of their uniqueness
- How to get people to listen to you: Developing buy-in and loyalty
- How to get highly creative/difficult people to agree with you
- How to be more approachable and comfortable in your leadership role
- Being the best vs. being consistently chosen: The truth about likable leadership styles
- Managing expectations and emotions
- Dealing with the resistance to change
- How to repair relationship damage fast: Action creates opportunity
- Understanding your contributions: The true value of what you do
Influence in Action
How to consistently hold people accountable
Great ideas are rarely good enough to get people to take action. Sound, well-structured logic regularly loses out to mediocre ideas from leaders who really know how to influence. This high-impact, research-based session focuses on revealing the true key to accountability: not intelligence or strategy, but an understanding of what makes people feel valuable. In this entertaining, interactive and sometimes brutally honest session, Garrison shows executives how to create a culture of accountability, even among employees at different performance levels. You”ll learn how to push your average and low performers to reach a higher level and how to hold ego-driven top performers accountable without causing them (or you) to lose the will to live.
How to Win an Unfair Fight
What the Top 1% Do Differently and Why They Won’t Tell You
This entertaining, research-based leadership keynote reveals what makes owners/managers of top-performing businesses so effective. But if you enter the session expecting to learn all about best practices and superior products, you’d better read the title again. Standout success in a difficult economy often comes from personal advantage – whether it’s personal appearance, leadership-style, communication, personality, resources or access to privileged information. Top performers rarely acknowledge this because it tends to make their success sound less impressive or undeserved. Program topic segments include: Lies About Success – And Why We Believe Them Often the truth doesn’t sound impressive enough From Interview to Confession The research Why Would Anybody Want to Be in a Fair Fight? Create your own advantage in leadership and business development The Truth about Success Being the best vs. being consistently chosen Action and Adaptability Create Opportunity Establish a repeatable process for success
Drive and embrace change
Get buy-in and show value
Attract and keep top talent
Innovation fuels this research-driven, highly entertaining session, customized to provide the influence tools you need to communicate value effectively. By session’s end, leaders, business developers and team members acquire the insight and strategy to create a sustainable, disruption-proof culture. Whether you’re riding a new trend or shaking off past challenges, you can create the kind of influence that not only drives change, it makes your organization attractive to customers and today’s top talent … so you never stop getting better!
Frontline Supervisor Buy-in
It has long been known that frontline supervisors and foremen essentially run the day-to-day operations of an organization, but we often forget that their opinions and beliefs directly determine overall success. They carry such influence because people don’t really work for companies; they work for their direct supervisors. This hands-on (and gloves-off) customized, nonacademic session helps you get buy-in from those direct influencers by shifting their perspective toward creating a work culture that benefits them, their people, and the organization as whole.
How to identify, attract, and retain a loyal workforce.
From developing a marketing campaign to attract the people you need, to making sure they have a culture that makes them feel valued, this thoroughly researched program (Gallup, Harvard Review and Evolve Performance Group) gives you the tools to solve your labor problem and consistently improve employee performance.
- The 3 reasons why Gen Y doesn't want to work for you and what you can do about it.
- How to quickly develop and maintain a culture that keeps and attracts top talent.
- Getting people to choose your organization when the competition can afford to offer higher pay.
- Making sure the employees you want to attract know you exist and branding your organization as a great place to work.
- How to create a social media and advertising campaign that shows why your company is a good fit for the people you want.
How to Create Great Leaders
Often top-performing employees are unable to transition their skill into leadership roles. This research-based breakout session takes a look at how to lead those new to management and provides the specific tools they need to develop high-impact leadership skills. This breakout provides take-away content to remove obstacles that prevent new managers from succeeding.
This program helps leaders and business owners help new managers to:
* Influence people they used to have no authority over
* Be effective without making people feel wrong
* Manage expectations and emotions
* Hold their employees accountable without rebellion
Inquire About Pricing And Availability
Recommendations, Reviews and Testimonials
Our people are using your leadership information and there is a great buzz around the company about the importance of motivating younger people. I keep hearing our managers making references to the solutions and that’s exactly what I wanted to happen.
Garrison, thank you for your excellent leadership presentation to our team. The content was solid and made a huge impact. Your ability to deliver a leadership message in such an entertaining manner was well received by everyone.
The Royal Bank of Scotland
Months after our General Manager’s meeting, I continue to get calls from our folks who were in attendance asking if we can get Garrison Wynn to come back. Garrison’s message, combined with his unique, upbeat and entertaining delivery, was the highlight of our leadership conference. Our goal was to have our leadership leave that meeting re-energized and ready to take on the challenges of a new year and an increasing level of activity. I would have to say … Mission Accomplished. Thank You Garrison!
Leadership keynote Highlights
What do top-producing managers do that consistently creates success?
To find out, we combined results from the largest management survey ever conducted (80,000 managers, 400 companies, and over 1,000,000 employees by The Gallup Institute) with the findings from the Wynn Solutions’ study of hundreds of top-producing managers.
- We learned that when dealing with top producers, it is important to recognize their expertise and not heavily criticize their ideas. If you criticize people’s ideas, they will almost never use yours, regardless of how good your ideas are. Talent and sensitivity are traits often found together in top producers. The key to being an effective sales manager is being flexible enough to attract and keep the phenomenal players.
- To position yourself to turn talent into performance, you have to make sure your people are willing to do more than the minimum. They have to like your leadership style and feel they are the key factor in client satisfaction. If you make your people feel important, you and your leadership style will be important to them.
- The truth about trust Effective leaders understand that trust is built on a foundation of compassion and competence. Do your people know you truly care about them and their clients, and do they believe you can actually help them succeed? If they do, they will trust you.The fastest, most effective way to do this is to make sure they feel heard. It’s more than just listening. When people feel truly heard and cared for, they will trust you. You must have a detectable level of concern/compassion and clearly explain the value of what you have to offer. Your people will naturally pass this on to their clients.In five years of processing survey results and through ten years of interviewing top producers, we discovered this was the platform on which success was built. We expected to find some magic bullet or something more complex but the only more complex approaches we found came from those who were not top-producing sales managers.
- Great leaders focus on not robbing people of their uniqueness. If you tell someone you know exactly how they feel and walk in with the answer, you may create your own resistance. Some sales people need a lot of attention because we keep showing them how they are not special, so they have to continually prove to us that they are. Let them know you understand their situation is important, and give them examples of how you have helped others overcome “similar” issues in the past by giving them options.
- Focus on being effective, not just right. Making people wrong was the leading cause for top producers to stop producing or look for other opportunities. We found that top sales managers would instead say things such as, “I disagree, but I am willing to listen.”
- Take the time to make people feel heard. Focus on how people feel about what they are saying, regardless of what you think about what they are saying. Top sales managers make sure they connect with their people one-on-one. It is a fact of human nature that if people feel heard, they are much more likely to choose your input over that of others.
- Dealing with people you don’t like. Turning talent into performance from those you don’t care for will define your greatness as a leader.
- Top sales managers spend most of their time with their most productive people. Although it is important to give new employees training and attention, if you spend a lot of time with those who do not produce, you can develop culture of mediocrity.
- Great managers hire for talent, not just experience, intelligence, and skill.They look for the natural, recurring patterns that can be productively applied. A successful sales force is driven by people, not vision. You can have great vision, only to see where your people cannot take you.
- Great managers define the right outcomes, not just the steps. The key to success is getting better at what you already do well. Great leaders maximize their strengths and minimize their weakness. They do the same for their people. If you want to help people improve upon their weakness, point out the value of their strengths first and then discuss their weaknesses.
- Change is not the problem. Resistance to change is the problem. Great leaders make change work by proving to their top producers how the change is at least as good, if not better, than the old way and then having them spread it through the organization. They also effectively interpret and support corporate mandates and prevent quick negative morale shifts. Action and adaptability create opportunity.
- Partnership. Top managers forge great teams and focus on finding the right fit-pairing junior and senior brokers together and defining roles, a workable split, and a growth plan. They recognize the need for these partners to be different, to maximize each other’s strengths, and minimize each other’s weaknesses.
The foundation and future of a company will always turn on the talent and performance of its people. Great leaders prove that getting great results comes directly from turning talent into performance.
"When people are praised by the boss for their strengths, they work better with others and are more willing to work on their weaknesses" - Garrison Wynn
Garrison was a hit with the 400 members of Generation Y attending the conference. The reviews were wonderful. The audience enjoyed getting a leadership message in an entertaining way, with research behind the theories and thoughts. Garrison was able to relate to our audience and keep them engaged while conveying important messages essential to their future success. We would highly recommend Garrison Wynn, and will certainly be using his services again for future conferences.
Well Garrison, you’ve done it again! You made me look really good before another group of decision makers. The senior executives were very impressed with your presentation. Even though I was completely confident in your ability to make people “laugh all the way to learning”. As I surveyed the audience of 700 managers, I saw the most straight-faced and no-nonsense members of our group nodding their heads in agreement and laughing wildly. Even the meeting evaluations they completed three days later included glowing comments about your presentation. Some expressed real determination to build relationships with their employees based on the recommendations you provided.Our group can be a tough crowd when it comes to accepting “outsiders” as presenters. This was not an issue with you. Thanks again for another great experience. We’re looking forward to the next opportunity!
Internal Revenue Service
We have used Garrison fifteen times already this year, with terrific results. His funny, interactive approach keeps the group focused, and his “dealing with difficult people” segment, among others, was particularly effective.
AIM Management's Financial Institution Division