Leadership Speaker - Management Speaker
Garrison Wynn
What is the definition of leadership?... When your people follow you because they WANT TO and not because they have to.
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Garrison, Thank you for your excellent presentation to our leadership team. The content was solid and made a huge impact. Your ability to deliver a leadership message in such an entertaining manner was well received by everyone.
Merrill Lynch
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Management and Leadership Keynotes
The Truth About Leadership Success: Turning Talent into Performance
This informative, entertaining program combines relationship building with no-fluff
research and “Beyond best practices leadership” to deliver real solutions that turn talent
into performance. This interactive session covers a lot of ground and provides easily
implemented, innovative solutions that your people can use right away.
Participants will learn:
- How to be right without making people wrong
- The truth about trust: Listening like a leader
- Bad-for-business body language: How leaders betray their words
- How to avoid robbing people of their uniqueness
- How to get people to listen to you: Developing buy-in and loyalty
- How to get highly creative/difficult people to agree with you
- How to be more approachable and comfortable in your leadership role
- Being the best vs. being consistently chosen: The truth about likable leadership styles
- Managing expectations and emotions
- Dealing with the resistance to change
- How to repair relationship damage fast: Action creates opportunity
- Understanding your contributions: The true value of what you do
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Our people are using your information and there is a great buzz around the company about the importance of motivating younger people. I keep hearing our managers making references to the solutions and that's exactly what I wanted to happen. Skanska USA Building Inc
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How to Win an Unfair Fight:
What the Top 1% Do Differently
and Why They Won't Tell You
This entertaining, research-based leadership keynote reveals what makes owners/managers of top-performing businesses so effective. But if you enter the session expecting to learn all about best practices and superior products, you'd better read the title again. Standout success in a difficult economy often comes from personal advantage - whether it's cosmetic, leadership communication, personality, resources or access to privileged information. Top performers rarely acknowledge this because it tends to make their success sound less impressive or undeserved. Program topic segments include:
- Lies About Success - And Why We Believe Them
Often the truth doesn't sound impressive enough
- From Interview to Confession
The research
- Why Would Anybody Want to Be in a Fair Fight?
Create your own advantage in leadership and business development
- The Truth about Success
Being the best vs. being consistently chosen
- Action and Adaptability Create Opportunity
Establish a repeatable process for success
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Managing Managers: How to Create Great Leaders
“Knowing what to do and getting people to do what they are supposed to do have very little common.”
Often top performing employees are unable to transition their skill into management roles. This research-based breakout session takes a look at how to manage those new to management and provides the specific tools they need to develop high-impact leadership skills. This breakout is customized for the retail floral industry and provides take-away content to remove obstacles that prevent new mangers from succeeding.
This program helps leaders and business owners help new managers to:
- Influence people they used to have no authority over
- Be effective without making people feel wrong
- Manage expectations and emotions
- Hold their employees accountable without rebellion
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Influence in Action – How to consistently hold people accountable
Great ideas are rarely good enough to get people to take action. Sound, well-structured logic regularly loses out to mediocre ideas from leaders who really know how to influence. This high-impact, research-based session focuses on revealing the true key to accountability: not intelligence or strategy, but an understanding of what makes people feel valuable. In this entertaining, interactive and sometimes brutally honest session, Garrison shows executives how to create a culture of accountability, even among employees at different performance levels. You’ll learn how to push your average and low performers to reach a higher level and how to hold ego-driven top performers accountable without causing them (or you) to lose the will to live.
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Garrison was a hit with the 400 members of Generation Y attending the conference. The reviews were wonderful. The audience enjoyed getting a leadership message in an entertaining way, with research behind the theories and thoughts. Garrison was able to relate to our audience and keep them engaged while conveying important messages essential to their future success. We would highly recommend Garrison Wynn, and will certainly be using his services again for future conferences. Lockheed Martin
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Management and Leadership Articles
- Listening Like a Leader
- Motivation for The Severely Unmotivated
- Getting Great Results: Turning Talent Into Performance
- How to Deal with Motivationally Challenged Younger Workers (PDF)
- Talent First, Success Next
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Highlights of management and leadership keynotes
What do top-producing managers do that
consistently creates success?
We combined the largest management survey ever conducted (80,000 managers, 400 companies, and over 1,000,000 employees, completed in the year 2000 by The Gallup Institute) with the Wynn Solutions' study of hundreds of top-producing managers.
When dealing with ego-driven top producers, it is important to recognize their expertise and not heavily criticize their ideas. If you criticize people's ideas, they will almost never use yours, regardless of how good your ideas are. Talent and sensitivity are traits often found together in top producers. The key to being an effective sales manager is being flexible enough to attract and keep the phenomenal players.
In order to position yourself to turn talent into performance, you have to make sure your people are willing to do more than the minimum. They have to like your leadership style and feel they are the key factor in client satisfaction. If you make your people feel important, you and your leadership style will be important to them. The signature of great leadership is when people follow your direction because they want to, not because they have to. Great leaders realize that everybody knows something they don't. They know that the moment they think they have all the answers and see no value in the input of others, wisdom leaves them.
The truth about trust
Effective leaders understand that trust is built on the foundation of compassion and competence. Do your people know you truly care about them and their clients, and do they believe you can actually help them succeed? If they do, they will trust you.
The fastest, most effective way to do this is to make sure they feel heard. It's more than just listening. When people feel truly heard and cared for, they will trust you. You must have a detectable level of concern/compassion and clearly explain the value of what you have to offer. Your people will naturally pass this on to their clients.
In five years of going through survey results and interviewing top producers, we discovered this was the platform on which success was built. We were hoping to find a magic bullet or something more complex. We did find more complex approaches, but only from those who were not top-producing sales managers.
Great leaders focus on not robbing people of their uniqueness.
If you tell someone you know exactly how they feel and walk in with the answer, you may create your own resistance. Some sales people need a lot of attention because we keep showing them how they are not special, so they have to continually prove it to us.
Let them know you understand their situation is important, and give them examples of how you have helped others overcome “similar” issues in the past by giving them options.
Focus on being effective, not just right.
Making people wrong was the leading cause for top producers to stop producing or look for other opportunities. We found top sales managers would say things such as, “I disagree, but I am willing to listen.”
Take the time to make people feel heard.
Focus on how people feel about what they are saying, regardless of what you think about what they are saying. Top sales managers make sure they connect with their people one-on-one. It is a fact of human nature that if someone feels heard, they are much more likely to choose your input over that of others.
Dealing with people you don't like
Turning talent into performance from those you don't care for will define your greatness as a leader.
Top sales managers spend most of their time with their most productive people.
Although it is important to give new people training and attention, if you spend a lot of time with those who do not produce, you can develop culture of mediocrity.
Great managers hire for talent, not just experience, intelligence, and skill.
They look for the natural, reoccurring patterns that can be productively applied. A successful sales force is driven by people, not vision. You can have great vision, only to see where your people cannot take you.
Great managers define the right outcomes, not just the steps. The key to success is getting better at what you already do well.
Great leaders maximize their strengths and minimize their weakness. They do the same for their people. If you want help someone improve a weakness, point out the value of their strengths first and then discuss their weaknesses.
Change is not the problem. Resistance to change is the problem.
Great leaders make change work by proving to their top producers how the change is at least as good, if not better, than the old way and then having them spread it through the organization. They also effectively interpret and support corporate mandates and prevent quick negative morale shifts. Action and adaptability create opportunity.
Partnership
Top managing directors forge great teams and focus on finding the right fit—pairing junior and senior brokers together and defining roles, a workable split, and a growth plan. They recognize the need for these partners to be different, to maximize each other's strengths, and to minimize each other's weaknesses.
The foundation and future of a company will always turn on the talent and performance of its people. Great managers prove that getting great results comes directly from turning talent into performance.
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Well Garrison, you've done it again! You made me look really good before another group of decision makers. The senior executives were very impressed with your presentation. Even though I was completely confident in your ability to make people “laugh all the way to learning”—I'll never forget that remark on an evaluation—you never know how a new crowd is going to respond. As usual, I had no need to worry. As I surveyed the audience of 700 managers I saw the most straight-faced and no-nonsense members of our group shaking their heads in agreement and laughing wildly. Even the meeting evaluations they completed three days later included glowing comments about your presentation. Some expressed real determination to build relationships with their employees based on the recommendations you provided. Our group can be a tough crowd when it comes to accepting “outsiders” as presenters. This was not an issue with you. Thanks again for another great experience. We're looking forward to the next opportunity! Internal Revenue Service
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Buy The Real Truth About Success
More than 50 of the area's most motivated entrepreneurs gathered for a four-part seminar on successful small business tactics.
Garrison Wynn stormed the room. Wynn is young business maverick and former stand-up comedian. His initial boyishness is offset by his impressive credentials, which include work with the Department of Defense, Shell Oil, Merril Lynch, as well as being a current small business owner himself.
His anecdotal style had the room enthusiastically taking notes on leadership styles and operating tactics, in between the bouts of laughter. Wynn emphasized the importance of the most elementary aspects of human communication as essential tools for business success. In his opinion because "people choose what they are comfortable with, whether it's the best or not."
Making people, be they employees or customers, feel comfortable and needed were the central ideas of his motivational speech. He made clear that "If you make people feel important, what you represent will become important to them." This feeling of importance is only applicable to those with measurable ability for contribution to one's business, be they customer or employee. He also made it clear that sincerity is paramount in any dealing, noting that false put-ons will always eventually be seen through and rejected. Wynn wrapped up to a shower of applause.
Nick Stockton - The Renegade Rip
