Laurence Haughton
Topics
Business Management
Leadership
Business Strategy
Some of the best leadership advice I've received in a long time.
IGA
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About Laurence Haughton - Leadership and Business Strategy Speaker:
Laurence Haughton is a New York Times bestselling author and researcher. Haughton co-authored, It’s Not the Big that Eat the Small… It’s the FAST that Eat the Slow with Jason Jennings. This breakthrough book quickly became a 2001 Wall Street Journal, USA Today, New York Times and BusinessWeek bestseller and was translated for entrepreneurs and executives in 26 countries around the world.
Haughton’s next book was on the art of execution. It’s Not What You Say… It’s What You Do – How Following Through at Every Level Can Make or Break Your Company was published by Doubleday. From 2007 to 2009 Haughton was researching and writing about the fastest, most successful new CEOs for Hit the Ground Running – A Manual for New Leaders Jennings's third book published by Penguin Putnam.
He’s just wrapped up researching and writing for Jason Jennings’ latest book on companies who’ve mastered continuous change and growth. The Reinventors published May 2012 by Penguin Putnam. And he helped reinterview the CEOs and reexamine the lessons in Jennings’ 2005 hit Think Big / Act Small now a revised trade paperback released also in May 2012.
Haughton’s work is filled with the best strategies gathered from his five thousand all-access, candid interviews with entrepreneurs and executives and his unique analysis of hundreds of academic case studies. But what makes Haughton special is that he tells great stories that make it easy for everyone to get the point.
Haughton has made presentations and led workshops for technology, media, insurance services, manufacturing, and retail companies as well as trade associations, leadership forums, and event producers. He explains how to make speed a competitive advantage, master the art of execution, and increase revenues by finding, keeping, and growing more customers.
Prior to starting his career as a author, Haughton traveled the US and Asia for 15 years; consulting media companies, retail and distribution businesses, technology providers, and manufacturers.
What Laurence Haughton Talks About:
The Art of Execution
In this presentation, Laurence Haughton shows audiences how to protect your best strategies from the mental mistakes and unforced errors that wreck your team’s follow through. He takes leaders step-by-step, story by story through the building blocks that make up a flawless execution process – based on research for his book It’s Not What You Say… It’s What You Do – How Following Through at Every Level Can Make or Break Your Company.
It’s Not the Big that Eat the Small… It’s the FAST that Eat the Slow
Conventional wisdom told us big companies could eat their smaller competitors for breakfast. But that’s not true. Over the last decade hundreds of the biggest companies became roadkill as smaller, faster competitors zoomed ahead. Based on Haughton’s bestselling book of the same name, Laurence Haughton shows managers how to think fast, decide fast, and create incredible velocity for their company.
Maintaining Momentum long after the mood has passed
Doing business in our less than perfect world requires managers to do more than analyze and strategize. Leaders need answers to big questions, like: What compels people to overcome harsh conditions?
What does it take to get more individual initiative at every level?
and How can we adapt to the unexpected and not get derailed?
Laurence Haughton delivers the answers in this practical 3-step system that sustains higher levels of commitment, urgency, and action despite the inevitable obstacles of an imperfect world.
More Buy-in for New Strategies and Innovative Ideas
The single biggest obstacle to strategic execution is that managers don’t have a plan to get enough buy-in. Laurence Haughton studied failed initiatives for his latest book and uncovered the smartest 4 step strategy to get more buy-in. You’ll learn:
- What will guarantee new ideas get off to a great start
- Who should be invited on and who you must keep off your change team
- How you can stop bureaucrats from killing the momentum
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