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Bill Benjamin

Emotional Intelligence, Performance and Leadership Expert

Speaker's Fee Range : $10,000 - $20,000
Travels From :   IL

  Topics

Emotional Intelli... Leadership Peak Performance Team Building Communication Executive Coachin... Change Employee Engageme... Motivation Accountability Sales

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  Bill Benjamin Profile

Engaging and dynamic... you'd never know he is a math and computer guy.

Bill has a rare perspective -- he has advanced degrees in Mathematics and Computer Science and has 25 years of real-world business experience as a senior leader. Bill is very genuine about the fact that he struggled early in his career as a leader when he was under pressure. In his programs he shares how he has been able to apply the very same techniques he teaches to become a better leader and create a high-performing culture on the teams he leads--and how you can too.

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Bill Benjamin Profile
Engaging and dynamic... you'd never know he is a math and computer guy.

Bill has a rare perspective -- he has advanced degrees in Mathematics and Computer Science and has 25 years of real-world business experience as a senior leader. Bill is very genuine about the fact that he struggled early in his career as a leader when he was under pressure. In his programs he shares how he has been able to apply the very same techniques he teaches to become a better leader and create a high-performing culture on the teams he leads--and how you can too.

In addition to using his background in sales to motivate and inspire audiences, Bill leverages his mathematics and technical background to take a practical and scientific approach to helping people understand how the brain responds under pressure, and how that can help increase leadership and performance.

Bill is a partner at the Institute for Health and Human Potential (IHHP), a successful international research and culture change company, named one of the Fastest Growing Companies in the Fast 100 ranking in PROFIT Magazine. IHHP's Last 8% Culture System helps organizations create high-performance cultures that are both high-care and high-accountability.

The combination of Bill's practical nature and scientific approach to leadership make him a hit with analytical audiences. His high energy level and enthusiasm has resulted in a successful track record with discerning audiences that include surgeons, U.S Marines and NASA engineers.

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  Bill Benjamin Talk Titles

BUILD A HIGH-PERFORMANCE, LAST 8% CUL...

BUILD A HIGH-PERFORMANCE, LAST 8% CULTURE
You need to move fast, adapt to a changing environment, and deliver performance, yet your team is moving too slow when it comes to making tough decisions and are avoiding the more challenging conversations that drive results.

What is at the heart of high performance is culture. Unfortunately, most leaders misunderstand culture; they believe culture exists across the organization; it doesn't. It exists primarily on teams. Second, they see culture as something that should be owned by the CEO and CHRO, believing it is their job to build the culture across the organization; it isn't. Most CEO's and CHRO's get so overwhelmed when they think of tackling culture, that they avoid it and allow culture to be built haphazardly, which means that good people leave, and goals are not met.

In this powerful virtual or live keynote, your team will learn the results from our study of 7,500 leaders that puts your managers and people leaders at the center of building your culture. Your people will learn specific tools to own the culture on their team in the critical moments, the Last 8%, that creates culture. The Last 8% are those tougher conversations and decisions that many people struggle with and avoid. When leaders feel agency and have skills to lean into the difficult, they build a high-performance culture that becomes a powerful force in your organization.

PERFORMING UNDER PRESSURE

PERFORMING UNDER PRESSURE
Your people are facing the biggest challenge of their careers, yet most continue to rely on their IQ and technical skills to manage through it all. It's not enough.

To survive, your organization needs to be agile in the midst of change and challenge, and see opportunities where others do not. Your team needs to learn how to work effectively with others who are, themselves, under pressure.

HAVING HIGH IMPACT LAST 8% CONVERSATI...

HAVING HIGH IMPACT LAST 8% CONVERSATIONS
Our research has found that most people are relatively effective at getting to 92% of what they want to say in a feedback conversation. But when they get to the Last 8% of what they really want to say -- the hardest part of the feedback they want to give -- the part of the conversation that has consequences for the other person, they sense the potential emotional impact this feedback might have, and they back off, avoiding giving the feedback that's needed.

This creates significant challenges for the other person: not only do they not know how or where they stand, which increases their anxiety, but they are also not given a chance to improve. Worse, they feel less psychologically safe and emotionally connected, which diminishes their performance.

The goal of this program is to give your people the insight and tools to manage their emotions to get to the Last 8% of what they want to say in any feedback conversation. The good news is that there is a burgeoning science of how to give and receive feedback that anyone can learn. It starts by becoming a 'student of human behavior', understanding the brain under pressure, and learning the concrete skills needed to give feedback in a way where the other person can hear it.

THE ART OF EMPATHY:

THE ART OF EMPATHY:
BUILDING EMOTIONAL INTELLIGENCE IN YOUR LEADERS
The cost of replacing an individual employee ranges from one-half to two times the employee's annual salary. That means, a 100-person organization that provides an average salary of $50,000 will have turnover and replacement costs of approximately $800,000 to $2.6 million per year.

The worst part? 52% of people who leave say their manager or organization could have done something to prevent them from leaving their job. In fact, they said that in the three months before leaving, nobody asked them how they felt about their job, or about their future. What is evident is a lack of empathy in their leaders. It doesn't have to be this way.

  Topics

Emotional Intelli... Leadership Peak Performance Team Building Communication Executive Coachin... Change Employee Engageme... Motivation Accountability Sales

More topics

  Books

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