Matthew Kelly

In an age that is allergic to authority, it is time to celebrate authenticity and harness it as an integral part of leadership. Authentic leadership is integrity based and does not consist of perfection; instead, it consists of the honest admission of strengths and weaknesses and the need for teams to complement those strengths and weaknesses.

This new paradigm for leadership is based upon the idea that a company cannot become the best-version-of-itself unless its management and employees are striving to become better versions-of-themselves. This new paradigm demands that an organization take a more active interest in the lives of its employees. If employees do not believe that their leader has their best interests at heart, it is impossible to expect those employees to have the organization’s best interests at heart.

In this presentation, Matthew will demonstrate how a variety of leadership styles help or hinder the overall objectives of a team or company. Participants will also learn how to lead with authenticity.

It is often said that people hate change, but this is not true. People love change; they just don’t like transition. But our businesses and our lives are constantly in transition. Learning how to manage transitions might be the most practical skill in the corporate world over the next twenty years.

Our businesses are always in transition. When was the last time you were not experiencing some type of transition at work? It could be a new product, a new client, a new boss, new team members, new IT, new processes and systems, new pricing structures, or new office space.

Our personal lives are always in transition. Who on your team is not experiencing transition in his or her personal life right now? Personal transition could include a new job, a new boyfriend or girlfriend, moving to a new city, buying a new house, marriage, divorce, having a baby, sending a child to college, health issues, the death or illness of a loved one, or getting a new pet.

We are constantly in transition, in business and in life. This means that getting really good at handling transition is one of the basic skills necessary to thrive in the modern world. In this presentation, Matthew will teach the audience how to lead people and manage processes during a transition. Using the Transition Diagram, he will demonstrate the different stages of a transition, which members of a team will get on board, which will resist, and who will try to sabotage the transition — and why.

Participants will leave with a practical model that will forever change the way they lead others through transitions to the positive changes they have envisioned for their team or company.

In an age that is allergic to authority, it is time to celebrate authenticity and harness it as an integral part of leadership. Authentic leadership is integrity based and does not consist of perfection; instead, it consists of the honest admission of strengths and weaknesses and the need for teams to complement those strengths and weaknesses.

This new paradigm for leadership is based upon the idea that a company cannot become the best-version-of-itself unless its management and employees are striving to become better versions-of-themselves. This new paradigm demands that an organization take a more active interest in the lives of its employees. If employees do not believe that their leader has their best interests at heart, it is impossible to expect those employees to have the organization’s best interests at heart.

In this presentation, Matthew will demonstrate how a variety of leadership styles help or hinder the overall objectives of a team or company. Participants will also learn how to lead with authenticity.

One of the major issues plaguing the corporate world today is work-life balance. Everyone wants it; nobody has it! But do people really want it? If you had to choose between balance and satisfaction, which would you choose? People want to live deeply satisfying personal and professional lives—and they want to know that both are possible at the same time.

The work-life balance conversation, which has dominated the corporate landscape for two decades, implies that work and life are separate. In this way, we set work and life against each other, and the thought that follows is that you are either working too much and living too little, or vice versa. But work can and should be a richly rewarding part of a person’s life.

In this presentation, New York Times best-selling author Matthew Kelly will change the way listeners think about the work-life balance question and give them the tools they need to get beyond the balance myth and start building a life that is deeply satisfying, both personally and professionally.

Once every twenty-five years or so a concept comes along that perfectly identifies a common problem and teaches us a new way. The Dream Manager is that concept.

The simple truth is this: The destiny of your organization and the destiny of the people who drive your organization are inseparably linked.

The great majority of the people in the workplace today are actively disengaged at some level. To varying extents they don’t feel connected to the work they do, the organizations they work in, or the people they work with. No single factor is affecting morale, efficiency, productivity, sustainable growth, and profitability more than this disengagement.

The Dream Manager concept provides a revolutionary way of reversing this crippling trend and demonstrates how organizations large and small can actively engage their people once again, thus creating a competitive advantage of monumental proportions.

In this presentation, Matthew explains the powerful connection between employees’ personal dreams and a corporation’s ability to achieve goals and sustain growth. Exploring the characteristics of healthy and unhealthy organizations, he demonstrates that a company cannot expect to attract and retain the employees necessary to guarantee sustainable growth and profitability unless that company can help those same employees move in the direction of their personal dreams and ambitions.

Using an array of practical examples, he illustrates the broad application of the Dream Manager concept and demonstrates how, in different areas of our lives, we all take on the role of the Dream Manager.