Keynote Speeches
Why do leaders become more risk averse when the world feels uncertain? Biology. Above all else, we’re wired for self-preservation. But in today’s environment, risk aversion is the opposite of what’s needed to operate at the speed required to adapt and win.
Speed is now the currency of success, in every industry, every function: product development, supply chain, technology, sales, marketing, digital transformation.
Organizations today don’t need economies of scale, they need economies of speed.
The organizations leveraging Gen AI most effectively, for instance, are those that have built the conditions for people to take smart risks. When even one person on your team avoids a risk they know they should take, they slow the organization, undermining your ability to adapt to uncertainty and change.
Our proprietary study of 34,000 people (to be published in Harvard Business Review in 2025) found a measurable gap between the risks people feel in their gut they should take and the risks they actually take: 7.56%. Rounded up, we call this The Last 8%.
That gap shows up when:
- People don’t have the full conversation they need to have
- They delay the hardest decisions
- They avoid experiments that would help them or the team
In this program, your team will learn:
- Concrete tools to manage their brain so they can lead effectively under pressure
- How to design the environment that gets more of the team taking the right risks—fueling innovation and performance
- The two biggest cultural barriers to speed (based on a study of 72,000 people) and why 67% of teams aren’t currently built for the level of risk today demands
- What the top 33% of teams do differently that allows them to move fast without losing control
- The single shared habit of elite performers—from Olympic athletes and Navy SEALs to Fortune 500 leaders—that lets them thrive in uncertainty
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.
In this powerful virtual or live keynote, your team will learn the results from our study of 72,000 people that is published in the Harvard Business Review, which puts your managers and people leaders at the center of building your culture. Your people will learn specific tools to own and model the culture on their team in the critical moments, what we call Last 8% moments, that create culture. The Last 8% are those tougher conversations and decisions that many people struggle with and avoid, but are the secret to driving team performance.
In this impactful program, your team will learn:
- What the two pillars of a high performing culture are: High Connection (psychological safety) and High Courage (ability to do hard things skillfully)
- Emotional Intelligence-based tools to be their best in Last 8% Situations
- How to influence & engage others who are at a distance and create the conditions to keep the best and brightest
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.
In this powerful program, your team members will learn:
- Specific tools learned from working with high performers under pressure in the NFL, NBA, Olympic teams, Navy SEALs, Goldman Sachs, Intel, among others, to be more adaptable, resilient, collaborative and opportunistic
- How to manage their brain so they can think, perform and lead effectively under pressure
- The single most important daily habit that increases focus and decreases burnout
- Strategies to help their teams perform in the face of the pressure they face
This program is based on a 12,000-person study conducted for our New York Times best-selling book, Performing Under Pressure, which is available in 65 countries.
This session can be delivered for sales people and sales teams, focusing on helping them harness emotional intelligence to deal with pressure, build stronger relationships with their clients, collaborate internally and deal with the setbacks and uncertainty that sales people must overcome to be successful.
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.
In this powerful program, your people will learn:
- What The Last 8% is and why it provides the biggest opportunity to learn, grow and boost their performance.
- How the brain reacts under pressure and why that is at the heart of why people avoid giving Last 8% feedback.
- Self-awareness: what their habitual way of reacting to receiving feedback is and why that matters as a signal to the other person that they are open to receiving this important feedback.
- How to start a Last 8% feedback conversation: most people do not know where to start, which causes anxiety. Along with trying to be perfect, this stops them from beginning this important conversation.
- What the key components are to building an environment of high psychological safety, and why it matters to innovation.
Platform Plus Presentations
Unique formats and ways to connect with audiences.
- JP will use the data to customize the program for your unique needs.
- By taking the assessment, it prepares the learner’s brain to think about their impact and behavior ahead of time.
- JP will tailor/customize the keynote with key results from the survey to address what matters most to the participants
- Post program, JP will share any information we didn’t see fit for a wider audience but believe will help you move forward with building culture and lead your teams more effectively
Changing or improving a culture in an organization is not easy. Often, initiatives to improve culture fail because the scope was too big from the start – they become too costly, too time intensive and weren’t connected to strategy. As a result, your teams can often become cynical and unreceptive to the subject of culture. Unfortunately, when culture doesn’t grow by design, it grows by default.
Our approach is radically different.
It starts with understanding that culture doesn’t exist across an organization, it exists on teams. For this reason, our goal is to equip your people leaders with the insight and skills to take ownership and build culture on their own team. It’s a powerful thing when people leaders have agency to build culture on their teams.
Culture is not created by choosing a set of values that people rarely remember; instead, it is built by what happens in difficult, pressure-filled moments, what we call the Last 8%. Our approach equips your managers to see difficult situations differently – not as something to avoid, but as an opportunity to create culture on their team. Our systematic approach typically takes six months, allowing you to build your culture in months, not years.
Our approach establishes a high-performance, Last 8% culture built on High Connection and High Courage, owned by each team leader. The result? People deliver results and stay because their needs are being met, they are more emotionally.
In this highly interactive session focuses on building a high-performance culture to elevate the organization to the next level of performance and execution. It includes a blend of insights and tools to help your leaders learn how to build a Last 8% Culture on their own teams. In this session, you leaders will:
-Discuss current and aspirational culture of their team.
-Review the results of the Last 8% --Culture assessment to see where their strengths are and opportunities to improve.
-Learn the key pillars of a high-performing culture (Connection and Courage)
-Understand how to build a culture that boosts performance and supports the evolving strategy.
-Establish commitment to a long-term focus on Last 8% Culture.
-Outline the role of each senior leader to own, assess and model culture on their own team.
Includes: -3-4 hour workshop
-Pre-call with key stakeholders to understand the audience and align content with expected outcomes
-Pre-work Last 8% Culture assessment
-Post-Call to collect feedback and discuss sustainment
Target Audience: Managers, Teams, and Individuals
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