Rob Murray

Rob Murray Speaking Topics

• Recovering the Heart & Soul of Your Leadership

  Most of the leaders in your room are winning at work and losing somewhere else. They are good at their job. They are also tired, distant at home, and running on habit. Nobody says it out loud, because saying it feels like weakness.

  Rob Murray says that is a business problem, not a personal one. Companies that invested in the human side returned 1,026 percent over ten years. The Good to Great companies returned about a third of that. Caring is not a break from performance. It is part of what makes performance last.

  Rob walks the room through four parts of a leader: heart, soul, mind, and strength. Most people find one they shut off years ago. They leave knowing which one it is and what to do first.

  Attendee Results:

  • The trade: See what they gave up to get where they are.
  • The real problem: Learn why most performance problems are not performance problems.
  • Four parts: Find out which part of them went dark, and when.
  • One first step: Take home one change their team will notice in a week.
  • New frame: Stop treating the human side as soft. Start treating it as leverage.

• Why Good People Go Quiet

  The person you are about to lose is still showing up. Still on time. Still saying the right things in the meeting. Something went quiet months ago. You will find out at the exit interview.

  Every person is driven by three things: to matter, to belong, and to do work that means something. All three run all the time, but never at the same volume. Two can run strong while the third starves. From the inside, that just feels like being tired.

  Rob Murray shows leaders how to spot the one that has gone quiet, in their people and in themselves, and how to turn it back on before someone resigns.

  Attendee Results:

  • Three needs: Learn what really drives engagement, and why working harder never fixes it.
  • Find the quiet one: Spot which need has gone offline, in themselves and in their team.
  • Tired or starved: Tell the difference, and stop treating one like the other.
  • A real check-in: One set of questions for work, team, and home.
  • First step: Leave with one move to turn the quiet one back on.

• Wired to Work Together

  Most people have spent a whole career being told their strength is a problem. The big thinker is told to be practical. The doer is told to slow down. So they adjust, they perform, and they hold part of themselves back for twenty years.

  Rob Murray's assessment, Quadrant Flow, shows each person how they are wired, how they lead, and what they bring into a room. When a team sees it in each other, the fights they thought were about attitude turn out to be about wiring.

  This is the session where people stop apologizing for how they are built and start using it. Communication changes that same afternoon.

  Attendee Results:

  • How you are wired: Find out how they are built and how it shapes the way they lead.
  • Not attitude: Learn that most team friction is wiring, not character.
  • Shared words: Get language for differences that have cost the team for years.
  • The team map: See the whole team, including the gaps nobody named.
  • Work across: Leave knowing how to work with people wired unlike them.

• Emotionally Intelligent Leaders. Unstoppable Teams.

  Your team is polite. The meetings run on time. The updates are accurate. And the real conversation happens in the parking lot afterward.

  Somewhere on the way up, high performers learn that feelings get you in trouble. So they shut them off. It works for a while. Then the bill comes: decisions that take three meetings, good people quitting, and a culture everyone calls fine.

  Rob Murray uses his book "Fighting for Heart" to show what emotional intelligence actually does to speed, trust, and turnover. Then he puts it to work in the room. Teams have the conversation they have been avoiding, with each other, while he is standing there. They do not need to like each other more. They need to stop pretending.

  Attendee Results:

  • The polite meeting: See what it costs in speed and in turnover.
  • EQ for work: A simple model built for business, not therapy.
  • In the room: Have the hard conversation now, not later.
  • The real limit: Learn why connection, not talent, caps a team.
  • Shared words: Language the team still uses months later."

• When the Plan Breaks

  One week Rob Murray was leading a room of executives. The next he was in a hospital bed. He had five strokes. Recovery took years.

  Every leader has a before and an after. The market turns. A partner leaves. The phone rings on a Tuesday. And the one nobody says out loud: the decision you made that blew up in your hands. Rob's point is that the event almost never decides what happens next. What decides it is whether you have anything to run on when the old plan stops working. Most leaders do not.

  That is why the same hit breaks one company and wakes up another. Honest, often funny, and people walk out less afraid of the next one.

  Attendee Results:

  • Not the event: Learn why the crisis itself rarely decides the outcome.
  • What you run on: Find out what actually holds when the plan breaks.
  • Their own story: Work the before-and-after they already have.
  • Both kinds: Build capacity for change they chose and change they did not.
  • Less afraid: Leave steadier, and more useful to their people."