Lance Secretan

Lance Secretan - Inspiring Workplaces

The Shortage of Inspiring Places to Work

by Lance Secretan

Business leaders are crying the blues about the so called, “shortage of talent”.

Tomas Chamorro-Premuzic, a Professor of Psychology at Columbia University, where he teaches MBA students, says that when he began teaching MBA students they all wanted to work for corporate giants like Goldman Sachs, IBM, and Unilever. A decade later, those names were more likely to be Google, Facebook, Apple and Amazon. But today, he says, MBA students no longer want anything to do with the corporate world at all. Continue reading

Bellwether Effect Lance Secretan

The Passionate Workforce: Creating Companies that Inspire Customers, Shareholders and Employees

by Lance Secretan

A client recently asked me to support them in enhancing their culture and raising the performance of their team.

Following our discussion they told me that they wanted to focus on “more technical and practical things” first— like, improved writing skills, better time management, and stronger sales  and customer service skills. After focusing on these items, they said, they would ask us to help them strengthen their corporate culture and leadership capabilities.

Isn’t this exactly how we repeatedly get things upside down? If I don’t get along with my boss, or if I don’t enjoy my work, or if I’m not inspired, or if I don’t feel appreciated—you can teach me better writing skills until you are blue in the face, but it won’t have much impact, because I am not inspired enough to learn and grow. We continue to get our priorities mixed up this way.

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Top Leadership Speakers

Leadership Speakers That Matter

Leadership has entered into a new era.  Science, technology, workforce changes and new business models have advanced leadership tools and skills, and our understanding of how to use them.  If we don’t keep up, someone else will, and nobody wants to be left in someone else’s wake.  Meet a few of these pioneers in leadership:

Robert Safian Keynote SpeakerROBERT SAFIAN – During his twelve years of running Fast Company, Safian started researching the exciting emergence of Flux Leadership.  This is as much about new mindsets as it is about skills, and it is driving the wave of disruptive innovations and new strategies.  Safian has interviewed and researched the great disruptors of our time, and helps us understand how to create flux leadership cultures in your organization.

 

 

Rebecca Costa with black polo sweaterREBECCA COSTA – Costa has already won numerous awards for her advancement in the sciences regarding leadership adaptation and predictive technologies.  She has revealed the rapid change in the tools, methods and skills that are crucial for modern leaders.

 

 

 

Dr Lance Secretan with winter scene behindLANCE SECRETAN – This legend in executive leadership coaching has introduced his best work yet, showcased in his new book The Bellwether Effect.  He explores the corrosive effects of chasing cookie-cutter business trends, and provides truly inspiring leadership alternatives that are proven to significantly boost growth, increase retention, and create cultures that adapt to change rapidly.

 

 

Nancy Giordano profile image with blue dressNANCY GIORDANO – She has quickly built a reputation as the top strategic futurist, melding the trends in advancing technologies with leadership strategies.  She helps organizations capture opportunities and get out in front of future competition.

 

 

 

Deborah Perry Piscione profile imageDEBORAH PERRY PISCIONE – Her ground-breaking work on bridging the gap between great ideas and implementing those ideas has made her one of the top leadership and innovation experts in the world. She has developed the largest pool of research on building innovative leadership cultures, which she highlighted in her three acclaimed leadership books.

Inspiring Leadership Speaker Lance Secretan

Changing How We Lead Will Change The World

Lance Secretan interview by Bill Fox

Would you rather live and work in a world where we are inspiring each other — or one where we are focused on the process and mechanics of things? Read why and how the 21st Century is calling on all of us to make this leadership in our interview with Lance Secretan.

Lance is Founder and CEO of The Secretan Center, a former Fortune 100 company CEO and is a pioneering philosopher whose bestselling books, inspirational talks, and life-changing retreats have touched the hearts and minds of hundreds of thousands of people worldwide, and author of 22 books about leadership, inspiration, corporate culture and entrepreneurship.

In his latest book, The Bellwether Effect: Stop Following. Start Inspiring!, he proposes a theory that explains how and why leaders are attracted to, and seduced by, trendy ideas, and the process by which these ideas then become mainstream — and how we can change it. Continue reading

Motivational speaker Lance Secretan on inspired leadership

Why “Employees First” Drives Dramatically Better Organizations

(excerpt from Lance Secretan’s book, The Bellwether Effect)

The purpose of any organization is to provide maximum value to customers and/or other stakeholders. The people who do that are employees. If we need to prioritize at all, we might put the employee as the top priority, because if we inspire employees, they will inspire customers—and, of course, everyone else.

Therefore, the employee is the new customer. This is how Virgin, Southwest Airlines, Starbucks, The Boston Beer Company, The Container Store, EllisDon, HCLTechnologies, New Belgium Brewing and others, have become extraordinarily successful. Southwest Airlines even extends this ranking: employees first, customers second, shareholders third. Ritz-Carlton refers to its employees as “Ladies and Gentlemen” and the company’s motto is “We are Ladies and Gentlemen serving Ladies and Gentlemen.” Continue reading

motivational leadership speaker Lance Secretan

Motivational Leadership vs. Inspirational Leadership

by Lance Secretan

MOTIVATION is based on fear…..INSPIRATION is based on love.

MOTIVATION is based on a need for each other…..INSPIRATION is based on love for each other.

MOTIVATION is driven by the social self…..INSPIRATION is energized by the essential self.

MOTIVATION is based on me, on serving my needs…..INSPIRATION is based on you, on serving your needs.

MOTIVATION is a “push”…..INSPIRATION is a “pull”.

MOTIVATION is an idea you go after…..INSPIRATION is an idea that goes after you.

MOTIVATION is lighting a fire under someone…..INSPIRATION is lighting a fire within someone. Continue reading

Is There Any Priority Higher Than Leadership?

In a conversation I had recently with a prospective coaching client, they explained that they were not yet ready to move forward because “of other priorities”. 

Are there any priorities higher than effective and inspiring leadership?

The way I see things, every problem we are suffering from in the world is a leadership problem. And every triumph and success we are achieving in the world is a triumph for excellent leadership. The bigger the challenges, the larger the dreams, and the greater the scale of influence—then the greater the importance of outstanding leadership.

Therefore, are there any priorities higher than becoming a better, more successful and more inspiring leader?

Lance Secretan Inspirational Leadership

New Book by Lance Secretan

The Bellwether Effect:  Stop Following, Start Inspiring

Working with some of the most inspiring leaders in the world he has pondered why organizations adopt, invest in and continue to support ineffective business practices, often erroneously referred to as “best practices”, even though there is scant evidence that they work, and plenty of evidence that they don’t. Many leaders are so disconnected from the operating and administrative practices of their organizations that they are relying on what they are told by others for their sense of the organization’s pulse. This creates an echo chamber, an “emperor’s new clothes” syndrome, and what Lance Secretan refers to as the accompanying “dissonance”—a perception at the top that all is well, while the experience in the rest of the organization is that it isn’t.

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