Latest news with #keynote
Forbes
18-07-2025
- Health
- Forbes
Why Belief Might Be Your Team's Most Underrated Performance Tool
David Meade is one of the world's leading keynote speakers, trusted by Fortune 500 brands to inspire their people. I've spent the past decade traveling the world, delivering more than 150 keynotes a year to some of the world's most ambitious, high-performing organizations. I've shared stages with global leaders, heard the unfiltered doubts of frontline teams and witnessed the epidemic sweeping modern workplaces. It's not burnout. It's not skill gaps. It's belief. More precisely, belief's slow—yet unmistakable—erosion. At a time when everything feels in flux (economies, technologies, patterns of work), teams are increasingly tempted to think smaller, to hedge their bets and expect less. But here's what I've come to realize about high performance: Our belief about what's possible is often more influential than what's actually possible. Now, before you mistake this for motivational fluff, let me reassure you: I'm not asking you to chant affirmations in front of a mirror or hug a tree. This is real science. And some of the most fascinating research I've encountered lately sits at the convergence of performance psychology and something we usually associate with medicine: the placebo effect. Belief Is The Real Drug Let's start with a wild one. In a Minnesota clinical trial testing antidepressants, a participant overdosed on what he believed was the active drug. He collapsed with all the classic symptoms (low blood pressure, vomiting) and required hospitalization. The medical team treated him aggressively for four hours until they called the trial organizer. That's when they discovered something remarkable. The patient had been taking sugar pills. The moment he was told this, his symptoms vanished almost instantly. That's the nocebo effect—the evil twin of the placebo. Both share one thing: the extraordinary power of belief to influence biology. And it doesn't stop at the hospital doors. Designer Sunglasses, Real Results In another study, participants were given identical sunglasses but told they were either high-end or budget-brand versions. Then they were asked to read aloud under bright sunlight. Those who believed they were wearing the premium brand read faster and made fewer errors. They didn't just 'think', 'feel', or 'believe' they were performing better; they were demonstrating marked and measurable improvement. Their belief changed their posture, focus and engagement. All without a single change to the product. It's a tidy metaphor for performance in your workplace. What if your team's 'tools' haven't changed, but their belief in those tools or themselves has? Sing Like You Mean It Harvard Business School ran one of my favorite studies of all time using the world's most scientifically terrifying task: karaoke. Participants were divided into three groups before being asked to sing Journey's 'Don't Stop Believin'.' Before gracing the stage, one group was told to recite repeatedly 'I'm nervous,' another said 'I'm excited,' and a separate control group said nothing. All experienced the same physiological symptoms—racing heart, clammy palms—but the 'I'm excited' group outperformed everyone else, scoring 81% on vocal accuracy compared to just 69% in the 'I'm nervous' group. Same person. Same day. Same circumstances. Different belief. Better performance. This has nothing to do with karaoke and everything to do with reappraising anxiety as energy. It's a trick I now use myself before going on stage. That heart-thumping feeling before a big audience? I don't fight it. I frame it. The Batman Effect Is Real The placebo effect isn't just about pills. It's about adopting mindsets that give us permission to level up. Take the 'Batman Effect,' where kids imagining themselves as someone brave (like Batman) persist longer and perform better when tested. Adults need the same trick. In one study, adults in flight simulators were told to act like professional pilots. Those who took the role seriously actually performed better on vision tests afterward. Their eyesight didn't improve. Their belief did. Here's a fun corporate exercise: Ask your team, 'How would the best in our industry handle this?' What would Serena do? What would Tesla's product team do? What would Batman do? They don't need a mask and a cape. They need a task and a belief. Expectations Shape Outcomes Consider the Pygmalion Effect. Teachers were told certain students (chosen at random) were gifted. Those supposedly virtuosic students later outperformed their peers, not because they were smarter, but because they were treated like they were. This is why leaders must marshall their own emotional leakage on a journey to high performance. Saying, 'Let's manage expectations. It's a tough year,' may feel honest. But what your team hears is permission to underperform. You've handed out a psychological pass to fall short. And performance, like belief, trickles down. Frame Belief Carefully Let's be clear: This isn't about toxic positivity. I'm not suggesting we celebrate saving on heating bills while our house is burning down. That's demoralizing. What I'm advocating is intentional framing. So, instead of shielding your team from challenges, reframe them. 'This client feedback stings, but it's insight we'd never get otherwise.' 'This quarter was brutal, but it has exposed exactly where we need to focus.' My Own Placebo Moment Years ago, in my twenties, I decided I wanted a TV show. With no broadcast experience, I told my mum I was going to pitch one to the BBC. She said, 'Oh no, what if they say no?' I didn't reply, but I remember thinking, 'Yeah, but what if they say yes?' I pulled together a team, pitched the idea, and five weeks later, the BBC commissioned the show. It ran for several seasons and changed the trajectory of my career. The only difference between yes and no was belief. I nearly didn't do it. I nearly let someone else's worry become my truth. Lead Like A Placebo In the most uncertain of times, your job isn't to predict the future. It's to shape what people believe is possible within it. So, here's your placebo checklist: • Model belief. Your team needs to see confidence, not just hear it. • Share progress. Tell stories of people succeeding under pressure. It becomes contagious. • Reframe the narrative. Especially when things go sideways. • Don't fake it, focus it. Direct energy toward what can be learned, gained or grown. Ultimately, the total effect of anything—your leadership, your performance, your outcomes—is a combination of what you do and what you believe about what you're doing. And that, my friends, is the science of belief. Placebo or not, it works. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Fast Company
12-07-2025
- General
- Fast Company
3 ways any leader can develop more empathy
Sharon found me at the drinks event after my keynote, wine in hand with a hesitant smile. As a keynote speaker focused on empathy and leadership, I am often approached at the bar for tough conversations. 'I was told by my boss to come to your talk,' she began, 'because apparently I don't have any empathy.' She said it half as a joke, half as a confession. We both laughed, but I could tell there was something deeper to what she was saying. A mix of defensiveness, concern, and curiosity. By her own description, Sharon was a passionate and experienced but hardened leader. As she described her perception in the workplace, I detected resignation in her voice—like she was missing this capacity called empathy, as if it were an innate quality you either possess or not. But empathy isn't an innate quality. It's a skill that can be honed. And it's not about being nice—it's about being effective. Empathy is the ability to understand others—recognizing what drives people and how they're affected by our decisions. It's not soft; it's strategic. Because when we understand the impact we have on others, we can build trust, create commitment, and lead people. Empathetic leadership: Avoiding assumptions and reactions Empathy doesn't always come naturally. Human brains are incredibly complex and use shortcuts (mental models built from our experiences) to navigate the world efficiently. These models are learned and embedded; they become our traits. We use these to judge quickly, often habitually reacting without seeking to understand. Leading with empathy requires us to have humility in complex situations—seeking to understand and be strategic instead of using assumptions and quick reactions. That's why I teach people to be consciously curious. It's the practice of slowing down our judgments, letting go of the need for instant certainty, and asking better questions to explore. Assumptions might work fast, but we need more than speed. Here's how to do it. 3 simple tips to lead with empathy Ask 'What else?' The first thing any leader can do is to ask themselves 'What else could be going on here?' Our impulsive brains like to look for a pattern, make a connection, and react quickly. But genuinely asking yourself this question can force you into more exploration, and that's crucial in the often new and highly complex situations leaders face. When someone makes a snide remark, you might assume they're being unkind. But perhaps something else is going on. Maybe they are frustrated by a process, angry with a peer, fearful of being dismissed, or lack the communication skills to express themselves in a more effective way. If you aren't sure what the driver is, it can be challenging to respond empathetically. Asking yourself the question can help you slow down and find out what's really at play first. Disagree without being disagreeable. In today's combative world, we often react to opposing views with defensiveness or hostility. Many people avoid and discourage disagreement because to them conflict violates hierarchical structures. But differing opinions are not an annoyance—they're essential for diverse teams to face unprecedented challenges. We need to disagree. Empathy helps us stay curious, even amid the complexity and uncertainty of arguments. Instead of proving others wrong, empathic leaders lean in to explore alternative perspectives. Mastering the art of respectful disagreement means managing ourselves first, creating space for conversation, exploration, and understanding. This leads to better decisions. Practice the art of shutting up. While there are many techniques available to build empathy into your leadership, one of the simplest to accept and hardest to master is being quiet. Silence can be a powerful tool in deepening understanding. The most skilled interviewers and negotiators know that a tough question isn't always the key to communication; often, it is the willingness to wait in the uncertainty and allow others to reveal themselves. We've all been in meetings where things were left unsaid because we were too busy or too noisy, and everyone was left worse off because of it. In leadership and life, silence is an invitation to go deeper. When we resist the urge to fill the gaps, we create space for others to expand. Mastering the art of listening not to respond but to truly discover unlocks trust, insight, and connection. It helps people share more and be more engaged.
Fox News
24-06-2025
- Business
- Fox News
WATCH LIVE: VP JD Vance gives keynote address to Ohio GOP
All times eastern Special Report with Bret Baier Fox Business in Depth: Red, White and Blue Collar/Dagen McDowell Kelsey Grammer's Historic Battles for America FOX News Radio Live Channel Coverage WATCH LIVE: VP JD Vance gives keynote address to Ohio GOP
Forbes
24-06-2025
- Business
- Forbes
The Parallels Of Leadership And Keynote Speaking
getty There's no shortage of people calling themselves speakers these days. Between TEDx inflation, social media influencers on lecture circuits, and AI-generated speaker pitch decks, the barrier to entry into the keynote world seems practically nonexistent. But as world-leading speaker bureau agent and author Maria Franzoni reminded me, booking stages—repeatedly and profitably—requires something much more rigorous. Franzoni would know. She's spent over 25 years in the business, booking the likes of Neil Armstrong and Liza Minnelli, while mentoring hundreds of speakers across the globe. 'Everybody's a speaker,' she said, 'but not everybody gets booked.' Her new book, The Bookability Formula, is poised to become a manual for anyone serious about the speaking business. But underneath the tactics lies a deeper truth: leadership in the keynote industry requires more than a polished story or viral content. It calls for a grounded, practical commitment to relevance, value, and humility. What sets apart the sustainable speaker from the one-time sensation? Franzoni offers a few blunt truths that apply not only to the stage but to leadership itself. Be Relevant, Not Just Resonant The myth of the keynote as a 60-minute stage monologue has been eroding for years. 'It used to be you'd come in, deliver, and go out. Now, clients want partners,' Franzoni explained. 'They want someone who helps move the audience from point A to B. That hasn't changed, but the way speakers get there has.' It's precisely what also sets good leaders apart. They're there to help their team members shift from one level to another. Furthermore, Franzoni's research at both the London Speaker Bureau and her own agency revealed a shared characteristic among the top 1% of booked speakers: they consistently upheld relevance. They didn't adopt a trendy or generic approach. They were relevant to a specific, pressing problem a client was trying to solve. And they could articulate that relevance quickly and clearly. 'Many speakers can talk for half an hour and still leave you wondering what they actually do,' she said. 'The best? You know exactly what they solve, for whom, and why it matters within minutes.' That point is reinforced by a survey from global events company Freeman, which found only 1% of attendees preferred celebrity speakers, while 37% favored industry leaders and subject-matter experts. The results underscore the point that relevance and credibility consistently outweigh fame when attendees engage and apply what they've heard Make Yourself Easy to Work With In a world of contracting attention spans and increasing complexity, frictionless experiences win. 'Easy beats everything,' Franzoni said. 'Easy to find. Easy to book. Easy to work with. Easy to listen to.' While it may sound simple, this principle is more often violated than upheld. Franzoni has seen contracts botched, client briefings skipped, and speakers show up without knowing the audience. The result? No return bookings and reputations lost in the backchannels of speaker bureau conversations. 'People don't have time for stress," she pointed out. 'Meeting planners want a safe pair of hands.' I am reminded of the purpose statement that helps guide TELUS' Chief Communications & Brand Officer, Jill Schnarr: "Be easy to." Schnarr argues that trust is built through a leadership style of being easy to work with, do business with, have a meeting with, and so on, but is lost when that reliability and "easy factor" disappear. Being dependable and easy to work with in leadership is not optional; it's foundational. According to Franzoni, the best speakers act like leaders in any business context. The most effective speakers prioritize listening before offering advice, respect the client's context, and never prioritize their reputation. Focus on Value, Not Volume Maria Franzoni In the digital era, it's tempting to equate reach with reputation. Franzoni rejects that outright. 'It's not about being known by everyone. It's about being known by the right people.' Being bookable, as she puts it, is not about popularity but about value. She sees the shift playing out on social platforms as well. While some speakers plaster LinkedIn with "humblebrags" and selfies, Franzoni recommends a subtler approach. 'Start conversations, not a pitch,' she told me. 'If your content is valuable, they'll look you up. You don't have to sell in every post.' The ability to build rapport without resorting to theatrics is increasingly rare. 'We're all a bit tired of 'icky' selling,' she said. 'Talk about your topic. Share outcomes. Make your clients the heroes. You're not the star of the show.' That idea aligns with the broader trend of audience-first content design. A report from Edelman's 2024 Trust Barometer showed that people crave utility and transparency from thought leaders, not self-congratulatory noise. In speaking, as in leadership, generosity is the real differentiator. In addition, Edelman's 2024 Thought Leadership Impact Report (in partnership with LinkedIn) surveyed more than 3,500 B2B decision-makers and found that 73% of people believed that thoughtfully empathetic content is a more trustworthy basis for assessing organizational competence than marketing materials alone. Celebrate Contribution, Not Celebrity There's a final point Franzoni makes that deserves amplification. While celebrity speakers serve their purpose—bums in seats, as she puts it—they're often not the ones delivering the most value. 'Not one of the most-booked speakers we studied was a celebrity,' she said. 'They were celebrated, yes, but for the contributions they made.' That small semantic shift—from celebrity to celebrated—speaks volumes. The best speakers don't posture, and the same is true for the best leaders. They solve problems and prepare ahead of time. They build enduring partnerships because their content (and ideas) help their clients become better at what they do. Think of it not as a formula for fame but as a long-term strategy for impact. Franzoni puts it this way: 'Most people will pay more to solve a problem than to achieve a goal.' Whether you're on stage, in a boardroom, or running a team, the question is the same: what problem are you solving, and for whom? If you can address that with clarity, humility, purpose, and substance, you won't need to pursue the bookings. You don't need to chase the leadership accolades. But you already know that. Watch the full interview with Maria Franzoni and Dan Pontefract on the Leadership NOW program below, or listen to it on your favorite podcast.
Fast Company
20-06-2025
- General
- Fast Company
6 emotions that come up in difficult conversations—and how to handle them professionally
Difficult conversations are something we tend to avoid at all costs. Whether it's about underperformance, conflict, a personal issue, or an unsuccessful job application, entering any difficult conversation triggers fear within ourselves and the person on the other end. Our brain's flight or fight mechanism is triggered, with emotions taking the lead, and we frequently find ourselves in defensive mode looking for a win. Whether it be after a keynote at a conference or in a workplace emotional intelligence program, I'm often approached by people who are struggling with difficult conversations. They're gripped with frustration, fear, and exhaustion when they need to initiate a conversation and address an issue (or, on the other end, when they feel the repercussions of a poorly handled situation). Dealing with emotions in difficult conversations While we've become more focused on emotional intelligence in recent years, we still have a long way to go when we initiate difficult conversations. The language and emotional undertone of the words we use can exacerbate the emotions a person is feeling—or help them own it, process it, and move forward. Here's how to have an emotionally intelligent response to the feelings that you may encounter when you begin a difficult conversation with another person, along with what to avoid. 1. Upset Being upset is no different from any other emotion in that it has appropriate and severe levels. We have higher severity levels when fear is driving our emotions, or it's something that means a lot to us. Sometimes, our hormones can also be out of whack, meaning that we cry more easily than others. Here's how to receive upset. Your best approach: Getting upset in front of others (especially at work) tends to be embarrassing. Respond to the emotion, rather than the message delivered. Ask: Would you like to take a break, go to the bathroom or get a support person? How can I best support you through this? Avoid: Saying 'I know how you must be feeling,' 'I know this can't be easy,' or 'I am not loving delivering this message either.' Avoid any sentence that starts with 'I' or is related to you. You don't know how your companion is feeling, nor should you assume you do. It's not about you at all. 2. Anger Anger is an intense emotion. Our mind is being driven by our emotional brain, so there is no logic in play. Quite often we can't (or won't) hear anything people are saying until the intensity decreases, or we have finished saying what we have to say. Here's how to receive anger. Your best approach: Listen and pause; let them get it off their chest. Once they have aired their frustrations, use the same approach as you would with upset: ask them if they would like to take a break or how you can best support them through this. If their anger becomes inappropriate, pause the conversation and let everyone take a break and regain control of their emotions. Avoid: Our fight or flight response is often triggered at this point, so our natural defense mechanism is ready for battle or protection. Don't defend or try to justify your reasoning or message: this will only make their anger response even more intense. Avoid responding with anger, too. 3. Denial When our mind doesn't like what we are hearing, we can sometimes go into total denial to avoid the emotions being faced and felt. We put up barriers in our mind to block emotions and truly convince ourselves that this isn't happening. Here's how to receive denial. Your best approach: Reiterate the facts and reality of the situation clearly and explain the next steps. Ask: Does what I told you make sense? Do you understand what this means and what comes next? Avoid: Some people take time to process and accept information. Trying to force them to do it instantly is never wise—and is likely to lead to more denial. Avoid getting frustrated, telling someone how to accept the conversation or making statements. Ask questions instead to help them process it in their head. 4. Meh When the care factor or emotional response is low, it can be very confusing. People tend to be 'meh:' the expression that they couldn't care less about what is happening. They might seem disinterested, or even like they aren't listening. Here's how to receive it. Ask: Do you have all the information you need? Do you understand the outcome, next steps, and expectations? How can I best support you from here? After this, it is best to end the meeting but keep an eye on them and revisit the conversation if required. Avoid: Don't try to make it a big deal if they seem unfazed. This might be a cover for a deeper emotion, or they might not have processed the conversation yet. Or it may simply not be a big deal to them. Don't keep them there and continue to talk until you get the reaction you want or expected. 5. Curiosity Tough conversations can spark many unanswered questions. Questions aren't a bad thing and are a part of effective communication. Here's how to actively listen to curiosity and answer questions. Ask: Are there any other questions or thoughts you would like to share? How are you feeling about the information? Do you want to talk about it? Avoid: This shouldn't be a one-way conversation. Don't end the conversation before they have finished or have enough answers and information. Avoid laughing at any questions or comments. 6. Positivity Sometimes, something we believe will be a tough conversation isn't one. For some people, it's a relief to have the conversation or to have the issue out in the open. For others, it's an actual win aligned to their priorities. Ask: Are you happy to share more about what you are feeling and why? Is there anything more I can do to support you? Keep an eye on them and revisit the conversation if required, especially if their emotions change. Avoid: A positive response can catch you off-guard, so it's important to manage your own emotions both visually and verbally. Avoid cutting the conversation short or assuming this positive response will stay positive. It may be a protective front, or other emotions may follow. Following the emotion through the conversation brings the human factor back into communication. While it can seem a drawn-out process or distraction, it will get us a better interaction, understanding and outcome.
