The Sweeney Agency

About Carol Kinsey Goman - Speaker on Change and Leadership:

Dr. Carol Kinsey Goman, president of Kinsey Consulting Services, specializes in energizing individuals and organizations to thrive in an environment of constant change. Carol presents keynote addresses and seminars for management conferences and association conventions. She delivers speeches and seminars to business and government clients. She coaches executives to become more effective leaders of change. She facilitates organizational retreats and designs change-management strategies that utilize creative collaboration.

Carol has published over 100 articles in the fields of organizational change, leadership, innovation, the new employer-employee compact, employee engagement, change communications, attracting and retaining great people, creative collaboration, and international business practices. She has authored nine business books, including This Isn't the Company I Joined, The Loyalty Factor, and GHOST STORY, a business fable about the power of collaboration.

Carol is a frequent guest on radio and television shows discussing the human side of organizational transformation. She has been cited as an authority in media such as Industry Week, Investors Business Daily, CNN's Business Unusual, and the NBC Nightly News. She has served as adjunct faculty at John F. Kennedy University in the International MBA program, at the University of California in the Executive Education Department, and for the Chamber of Commerce of the United States at their Institutes for Organization Management.

What Carol Kinsey Goman Talks About:

The Silent Language of Leadership
All leaders express enthusiasm, warmth, and confidence – as well as arrogance, indifference, and displeasure – through their facial expressions, gestures, touch, eye contact, and use of space. Audiences learn how to read the nonverbal signals of others and how to align their body language with the messages they want to deliver.

Change is Business as Usual!
Change is no longer a force in the environment. It is the environment. Rapidly changing technologies make yesterday's choices obsolete. Companies are competitors one day and partners the next - and sometimes both at the same time. Corporate reorganizing is becoming an annual affair. Mergers and acquisitions are on the rise. Customers are demanding better, faster, cheaper everything. The work force is expected to do more with less and to commit to business strategies that are constantly being redefined. And the pace of all this change is so rapid that it seems we can't catch a breath.

Carol's goal is to help you build a work environment in which people UNDERSTAND, CHOOSE, and CREATE organizational change. You will walk away with a variety of unconventional but highly successful strategies that you can translate immediately into your own concrete formulas for success.

Thriving on Change
The era of predictability is over, and the time between surprises is shortening. Why do some people barely survive change, while others thrive on it? There are six factors that determine whether an individual is change-adept -- that is, proficient at dealing not only with transition, but with upheaval and transformation as well. Change-adept professionals are resilient and not only survive, but flourish in changing times. The change-adept are not necessarily more competent than their co-workers, but they have distinct advantages in the attitudes they hold and the strategies they adopt.

Leading Change
In contrast to control-minded authority of the past, today's leaders must exercise power through a shared purpose and vision. To transform an organization, leaders must co-create and communicate an image of the future that impels people beyond the boundaries and limits of the past. But sharing a vision is only the beginning. Leading change takes a new set of skills for liberating untapped potential, energizing employees and engaging their commitment and enthusiasm. Today's leaders must operate from a new core. The components of that core are: vision, integrity, trust, values, vulnerability, motivation and collaboration.

Creative Collaboration
There is a huge amount of knowledge at all levels of an organization: about what customers need, how processes could be improved, or what new products and services could be developed. A company's competitiveness is a combination of the potential of its people, the quality of the information that people possess, and the ability to spread that collective wisdom throughout the organization. But successful collaboration is more than the technology that supports it, more than a business strategy aimed at optimizing a company's experience and expertise, and even more than a cultural shift from the industrial to the information age. Creative collaboration is, first and foremost, about people and their willingness to tell what they know.

Innovation and Creativity
There was a time when popular opinion held that only a few departments in an organization housed creative people. In the old framework, only top executives were expected to solve problems and develop new strategies. Such a limited view not only placed an enormous burden on the creative few to come up with all the answers, it also restricted the contributions of workers most knowledgeable about the problem situation. Today's accelerated pace and complexity of change demands innovative solutions to business challenges. We need creative ideas from everyone in the organization - especially those on the front lines and closest to the customer.

Re-recruiting Top Talent
An organization's only sustainable competitive advantage is the creativity, intelligence, and passion of highly talented employees. Getting and keeping talent is more a matter of culture than compensation. And in this part of the presentation, Carol builds a compelling business case for being absolutely rigorous about attracting and hiring people who are already predisposed to upholding and promoting the values that drive your organization. You may be a project leader, a supervisor, a group leader or a manager. As such, you are responsible to ensure your talented workers have challenging assignments, the right leadership interaction, and a work environment that works for them. Each day, every interaction you have with a colleague is an opportunity to create a culture that attracts top talent and keeps great people in your organization.