Speaking Engagements
I currently have 4x keynote engagements (outlined below).
These are not ‘war stories’ nor should they be conflated with ‘motivational speaking’.
My methodology is simple and consistent. Firstly, I will introduce the topic and ensure alignment with the direction of travel. Secondly, we will explore with the audience grounded psychological theories underpinning the subject. Thirdly, I will provide vignettes illustrating how the theories manifested themselves, alongside lessons identified and lessons learnt. Finally, in conclusion, I will provide some practicable tools that the audience can take forward on their own journeys.
This process will take 1hr.
A further 30 mins is encouraged for discussion with the audience. Total delivery time for keynote engagement is 90mins++.
Leadership Through Adversity
Introduction:
What is leadership?
What is the difference between leadership and management?
Why is it important for leaders to explore leadership?
Overview of the evolution of leadership theories:
Great Man Theory: (Carlyle, 1841), (Galton, 1869)
Group Theory: (Lewin, 1935 & 1948)
Trait Theory: (Allport, 1937), (Cattell, 1946)
Behavioural Theory: (Skinner, 1938), (Lewin, 1939)
Contingency Theory: (Fiedler, 1967)
Situational Theory: (Hersey & Blanchard, 1969)
Servant Theory: (Greenleaf, 1970)
Transactional Theory: (Burns & Bass, 1985)
Transformational Theory: (Burns & Bass, 1985)
Adaptive Theory: (Heifetz, 1994)
Grounded Theory:
Why have leadership theories changed and what is relevant now?
How can current leadership models be practised in a corporate landscape?
Leadership Styles: (Goleman, 2000)
Transformational Leadership: (Downton J, 1973), (Bass, 1985), (Howell, 1997)
Situational Leadership: (Hersey & Blanchard, 1969)
Emotional Leadership: (Salovey & Mayer, 1990), (Christy & Aloysius, 2010)
Application:
Journey from joining the army in May 2011 – Cancer diagnosis in 2012. Impacts of chemotherapy. Rejection of medical discharge. Return to service and journey to Afghanistan. Application of adaptive leadership models through necessity rather than choice. Lessons identified & lessons learnt.
Consolidation:
Recap of Situational Leadership.
Golf bag analogy.
Veritas High Performance ABCD.
Home Grown Resilience
Introduction:
What is mental resilience?
What is the difference between intrinsic and extrinsic motivation?
Why is resilience important in the corporate workspace?
What is a growth mindset and why do people keep on talking about it?
Overview of psychological theories on resilience:
Self-Determination Theory: (Ryan & Deci, 2000)
Mindset and Motivation: (Dweck, 2006)
Social Comparison Theory: (Festinger, 1954)
Cognitive Dissonance Theory: (Festinger, 1957) Risky Shift: (Stoner, 1961)
Prospect Theory: (Kahneman & Tversky, 1979)
Grounded Theory:
How can we build personal resilience?
How can we cultivate resilience within our teams?
Why is it important to build a system of resilience in a high performing team?
Why resilience is about more than running marathons and expeditions and how to harness it in day to day life.
Developmental Systems Theory: (Masten, 2001)
Cognitive Appraisal Theory: (Lazarus, 1984)
Broaden and Build Theory of Positive Emotions: (Fredrickson, 2001)
Hardiness Theory: (Kobasa & Maddi, 1979)
Social Identity Theory: (Tajfel & Turner, 1979)
Application:
Leadership challenges of commanding a Platoon of wounded and injured soldiers. Application of motivation when personally injured before returning to active duty. Leadership challenges of leading high performing teams in an elite military unit. Commitment to PMA. Lessons identified & lessons learnt.
Consolidation:
Recap of Social Identity Theory, SDT and Prospect Theory. Fearless Motivation. Self-care. Unwavering self-belief.
Cultural Adaptations in Leadership
Introduction:
What is culture?
What is the difference between cultural norms, values and beliefs?
Which aspects of culture necessitate cultural adaptation?
Why is understanding how to navigate culture important for leaders in industry?
Introduction to cultural adaptation:
Cultural Iceberg: (Hall, 1976)
Beyond Culture Theory: (Hall, 1992)
Organisational Culture & Leadership Theory: (Schein & Schein, 2016)
Grounded Theory:
Exploration of cultural competence and experiential learning in conjunction with the role of language in multi-cultural communication.
Building an organisational culture: (Coyle, 2021)
The Culture Map: (Meyer, 2014)
Cultures and organisations: (Hofstede et al, 2010) Verbal Judo: (Thompson, 2010)
Active Listening Skills: (Rogers & Farson, 1957)
Application:
Various leadership / management challenges and ethical problems from active service where cultural adaption as a Gurkha Officer and understanding of other nation’s cultural nuance was paramount to operational success overseas. Exploration of the cultural subtleties experienced internationally and how they were overcome. Application of active listening skills, verbal judo and universal truths. Lessons identified and lessons learnt.
Consolidation:
Recap aspects of culture, analytical tools and cross cultural competence techniques.
Coal Face Negotiation & Influence
Introduction:
What are the causes of conflict (biological vs sociological)?
Why does conflict arise?
Is there a universal need for fairness?
Which common behaviours arise during conflict?
Introduction to ‘Interest Based Negotiation’:
Relative Deprivation and Social Justice Theory: (Runciman, 1966)
Resource Mobilisation Theory: (McCarthy & Zald, 1977)
Social Identity Theory: (Tajfel & Turner, 1979)
Universal emotions: (Black & Yacoob, 1995)
Need for Fairness: (Bronson & DeWaal, 2003)
Human Needs: (Maslow, 1943)
Grounded Theory:
How can we persuade / influence other people to act against their perceived interests?
Lessons from Hostage Negotiation: Positions | Interests | Needs; the difference between intrinsic and extrinsic motivation. What is a BATNA?
What is a ZOPA?
How to ‘frame’ and ‘anchor’ a negotiation.
Active Listening: (Rogers & Farson, 1957)
Universal Truths: (Thompson, 2014)
Rapoport’s Rules: (Dennett, 2013)
Behavioural Influence Stairway Model: (Ireland & Vecchi, 2009) Principles of Persuasion: (Cialdini, 1984)
Negotiation Strategies: (Pruitt, 1983)
Negotiation an Agreement without Giving In: (Fisher, Ury & Patton, 1991) Better Arguments: (Leslie, 2021)
Application:
Positive and negative examples of negotiation from service.
Exploration of how nuances in communication can impact negotiation.
Consolidation:
Recap BATNA & ZOPA, active listening skills and BISM.
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