Visit the Nonverbal Advantage web site and find out more about Carol's latest book and speaking topics.

CHANGE IS BUSINESS AS USUAL!

Are you looking for an expert on change leadership? Carol Kinsey Goman, Ph.D., is one of the most popular female business speakers in today's market place. Carol's goal is to help you build an 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.

Carol offers keynote speeches, full- and half-day seminars. Depending on time, audience size, and objectives, her presentations will include some of the following areas of expertise:

Leading People Through Continuous Change
In a recent survey by the Conference Board, 539 global CEOs were asked to list their top concerns. In Europe and Asia as well as in North America, organizational flexibility and adaptability to change consistently ranked at the top of the list. Only revenue growth was of higher concern.

Rapidly changing technologies make yesterday's choices obsolete. The turbulent economy increases pressure to "do more with less." Companies rely on a shifting stream of alliances - 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. Competition is fierce. The pace of change is accelerating. And employees are increasingly skeptical about committing to business strategies that are constantly being redefined.

Yet this is our reality - and in this world, leadership success belongs to those who can keep a work force resilient, positive, and engaged while dealing with the tsunami of change that is turning our organizations upside down.

o The 5 biggest mistakes leaders make when managing change
o What it takes for an organization (or a team or a department) to go from "surviving change" to "thriving on change"
o The difference between incremental and discontinuous change - and the emotional literacy needed to lead people through both
o How change really gets communicated through an organization

The Silent Language of Leaders

Every research report on communicating change presents one consistent conclusion: Face-to-face communications is the employee's medium of choice. This is because in face-to-face encounters, our brains process a continual cascade of nonverbal cues that are used as the basis for building trust and professional empathy - both of which are critical to the "human side" of organizational change.

All leaders express enthusiasm, warmth, and confidence -- as well as arrogance, indifference, and displeasure through their facial expressions, gestures, touch, and use of space. If a leader wants to announce major change initiatives in ways that convince and motivate an audience, he or she has got to think "outside the speech" and recognize the importance of nonverbal communication.

o What happens to your credibility when your words and body language are out of alignment.
o The "emotional contagion-productivity" link.
o How to send nonverbal signals of candor, confidence, and charisma.
o How to tell what people really feel about what you just said.

Harnessing the Power of Collaboration
There is a huge amount of insight and experience at all levels of an organization: about what customers need, how processes could be improved, or what new products and services could be developed. Yet, all too often, individual departments, divisions and offices still do their own thing, gather their own information, and maintain their own organizational silos.

"Knowledge is Power" is an old cliché with some truth, but knowledge shared across the organization is a new realization of something more powerful. 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.

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. Powerful collaboration is, first and foremost, about people - and their reluctance or willingness to share what they know.

Creating trust in the organization and trust in its leaders is an important first step to creating a collaborative culture. This session proves that collaboration works - and shows how you can make it work with your staff and your organization.

o The high cost of low collaboration
o Why people don't tell what they know - and how to overcome those barriers
o How to build the 5 levels of trust needed for a collaborative culture
o Breaking down workplace silos
o Virtual collaboration vs. face-to-face

Generations at Work
In today's work force, four generations are currently represented:

The Silent Generation, born between 1927-1945, are the children of world wars and the Great Depression. Because economic times were tough when they were looking for jobs, this generation tends to be hard working, loyal, and thrifty.

Baby Boomers (1946-1964) were raised in an era of opportunity, progress, and optimism. Growing up in a radically changing society marked by rebellion, shifting social norms, and outward challenge of authority, they created the need for organizational "vision, values, and mission."

Gen Xers were born between 1965-1983. They are technologically savvy and were raised in the age of dual-career families. Watching their parents "bleed company colors" only to be found "redundant," this generation hit the job market looking for career development, flexibility and work-life balance.

The Millennials (1984-2002) are the newest members of the work force. A "plugged-in" generation, they have been around technology since birth. Navigating the world of blogs, wikis, podcasting, and instant messaging is as natural to them as breathing.

o Learn why each of these distinct groups views the workplace differently. (And it isn't just technology that divides the generations. Their differences include perspectives on authority and respect, hierarchy and collaboration, balancing the demands of work and home, aspirations for leadership, and the definition of workplace loyalty.)

o Each generation has much to offer an organization and much to offer other generations. Find out what to expect and learn how to capitalize on these differences.

o Find out which engagement factors are valid for all generations.

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.

o How to build your change-adeptness in order to excel in the midst of uncertainty
o The difference between incremental and discontinuous change -- and the strategies to thrive on both
o Moving from "passive pessimist" to "active optimist"
o The business benefits of counterbalance
o 5 coping skills to "de-stress" change
o The power of choosing to change
o What to do when your "successful past" becomes an obstacle to future success

A CULTURE FOR INNOVATION
BECOMING AN EMPLOYER OF CHOICE
BODY LANGUAGE ACROSS CULTURES
COMMUNICATING CHANGE
CREATIVITY IN BUSINESS
CREATING YOUR FUTURE
GENERATIONS AT WORK
HOW TO LEAD IN A BUSINESS TURNED UPSIDE DOWN
IDEAS FROM EVERYONE
MANAGING FOR KEEPS
MANAGING THE HUMAN SIDE OF CHANGE
RECRUITING AND RETAINING TODAY'S TOP TALENT
STRATEGIES TO THRIVE IN CHANGING TIMES
ENGAGEMENT-PRODUCTIVITY-PROFIT LINK
THE NONVERBAL ADVANTAGE
"THIS ISN'T THE COMPANY I JOINED"
WHY PEOPLE DON'T TELL WHAT THEY KNOW