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Bruce Tulgan is a best-selling author, business advisor and internationally recognized expert on leadership, management and young people in the workplace. He has worked with tens of thousands of leaders and managers in hundreds of organizations, including Aetna, Wal-Mart, the Army and the YMCA. He was named one of Management Today’s “management gurus” and named on the 2009 Thinkers50 rising star list. He was also awarded Toastmasters International’s Golden Gavel in 2009.

Bruce is the author of The 27 Challenges Managers Face: Step-by-step Solutions to (Nearly) All of Your Management Challenges, It’s OK to be the Boss, Managing Generation X, Winning the Talent Wars, Fast Feedback, Not Everyone Gets a Trophy: Managing Generation Y, Managing the Generation Mix and It’s Okay to Manage Your Boss. His writing is regularly published in human resources, staffing and management journals, as well as newspapers and magazines like Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA TODAY. He also writes regular columns in TRAINING magazine and Huffington Post.

Currently, Bruce lectures at Yale Graduate School of Management and continues his lifelong study of Okinawan Uechi Ryu Karate Do, in which he holds a fifth degree black belt. He lives in New Haven, Connecticut with his wife, Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book, The Most Famous Man in America: The Biography of Henry Ward Beecher.

Full Profile

Bruce Tulgan is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author, an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.

Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru” and he was named to the 2009 Thinkers 50 rising star list. On August 13, 2009, Bruce was honored to accept Toastmasters International’s most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite.

Bruce’s most recent book, The 27 Challenges Managers Face: Step-by-step Solutions to (Nearly) All of Your Management Challenges (Jossey-Bass/Wiley, 2014) was published in September, 2014. He is also the author of the best-seller It’s Okay to Be the Boss (HarperCollins, 2007) and the classic Managing Generation X (W.W. Norton, 2000; first published in 1995). Bruce’s other books include Winning the Talent Wars (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller Fast Feedback (HRD Press, 1998); Not Everyone Gets a Trophy: Managing Generation Y (Jossey-Bass, 2009); Managing the Generation Mix (HRD Press, 2006) and It’s Okay to Manage Your Boss (Jossey-Bass, 2010). Many of Bruce’s works have been published around the world in foreign editions.

Bruce lectures at the Yale Graduate School of Management and his writing appears regularly in human resources, staffing and management journals, including a regular column in TRAINING magazine called ‘Sticky Notes’ and a regular column in the Huffington Post. His writing has also appeared in dozens of magazines and newspapers such as the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA Today. As well, his work has been the subject of thousands of news stories around the world.

Before founding RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn. He graduated with high honors from Amherst College, received his law degree from the New York University School of Law, and is still a member of the Bar in Massachusetts and New York. Bruce continues his lifelong study of Okinawan Uechi Ryu Karate Do and holds a fifth degree black belt. He lives in New Haven, Connecticut with his wife Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book The Most Famous Man in America: The Biography of Henry Ward Beecher (Doubleday, 2006).

Bruce Tulgan ON Speaking Back to top


My goal is always–at least in part–to entertain people and make sure they have fun, laugh out loud and really enjoy my presentations.

SPEAKING.COM: What do you want people to learn / take away from your presentations?

TULGAN: My goal is always–at least in part–to entertain people and make sure they have fun, laugh out loud and really enjoy my presentations. That’s because I’ve learned that’s the best way to make sure they remember some of my most important content.

In addition, I always try to give people some new perspectives, new ideas and some concrete, actionable best-practices they can take back with them and begin using right away; real practical tools and techniques.

SPEAKING.COM: What kind of special prep work do you do prior to an event?

TULGAN: We have a substantial preparation process in advance that involves:

• a presentation preparation questionnaire with key questions about the event and the audience;

• a human resources practices and issues questionnaire if applicable;

• a request for as much background information as we can get about the organization and the audience;

• an advance survey (optional of course) of participants using one of our proprietary survey instruments (we do this for free and provide clients with a free research report based on the survey);

• at least one advance telephone conversation to clarify desired outcomes and run my intended;

• and I will usually review from our research data from similarly situated organizations in the same industry as well.

I like doing my homework!

SPEAKING.COM: Have you had any particularly memorable speaking engagements / unusual situations arise while on the road?

TULGAN: Too many to count… after all, I do this every day. I’ve worked with organizations in just about every industry, all over the world. Of them all, I suppose it is the greatest honor for me when I have the privilege of working with leaders from the United States Armed Forces, something I’ve had the privilege of doing many times over the years.

SPEAKING.COM: What types of audiences would most benefit from your message?

TULGAN: I work with leaders and managers at all levels. I used to think that senior executives were by far my best audience, but I have been working with leaders and managers for so long now that I have learned to focus on the right content for any level of management. I try to customize my message for every audience.

The topics I like to speak about the most are the ones that really change the way leaders are thinking and give them concrete strategies and tactics they can take back with them to start making a difference right away.

SPEAKING.COM: Which of your keynote speaking topics are your favorites and why?

TULGAN: The topics I like to speak about the most are the ones that really change the way leaders are thinking and give them concrete strategies and tactics they can take back with them to start making a difference right away. For that reason, I love speaking to leaders about fighting the "under-management epidemic" and getting back to the fundamentals of strong highly-engaged leadership.

I also love speaking about the great generational shift underway in today’s workforce and, in particular, the challenges organizations are facing when it comes to bringing out the best in today’s young talent: recruiting, motivating and retaining the Millennials.

SPEAKING.COM: What inspired you to start doing speaking engagements?

TULGAN: When my first book MANAGING GENERATION X came out, people started calling me and asking me to give speeches, and it turned out I was pretty good at it...

SPEAKING.COM: How much do case studies, personal stories and/or humor factor into your keynote speech content?

TULGAN: Well, it turns out I am hilarious! So humor is a big tool for me.

And, because of our research, I use one real life case study after another to make my points. These are stories about best practices and real challenges facing managers that actually work in the real world.

SPEAKING.COM: What are some of the successes you've helped clients make?

TULGAN: My goal is always to give participants real, concrete strategies and tactics they can take back with them to the real world to get more work and better work out of themselves, their employees, bosses, and out of everyone with whom they work.

There is only so much impact I can have in one hour or one day. If I have one hour or two hours, than I try to give them some new perspectives and concrete best practices. If I have a whole day with a group, then I try to also give them some tools and techniques and a chance to really get their arms around some solutions.

When I have a chance to really have an impact on an organization–to work with an organization more than an hour or a day, but on an ongoing basis–it is incredibly gratifying to be able to really help them make real positive lasting changes in their management culture and practices.

Helping an organization move from serious under-management to a culture of strong, highly-engaged leadership is definitely the most gratifying and valuable thing we do. When we have the chance to bring our research, training, and consulting inside an organization and make a real impact on their systems, practices and competencies, than the business outcomes can be truly phenomenal: increased productivity, reduced error rates, increased morale, increased turnover among low performers, increased retention among high performers…

There is definitely a real bottom line impact. One organization I have been working with very closely in recent years has transformed so much in just two years that the investors just sold it for two times what they paid for the company only two years ago. I like to think our work was a significant contributor to that success.


Bruce Tulgan Speaker Videos Back to top

Speech Excerpt


In this video, Bruce discusses working with Generation Y, which he calls “the most high maintenance workforce in the history of the world, but also the highest performing workforce in the history of the world.”

Bruce opens by saying, “The world is in a state of constant change,” and describes the “security-seeking behavior of Generation X.” He says that he is now interviewing people who were born between 1978 and 1993, saying, “If you like Generation X, you’re going to love the generation that comes after them, because they’re like Generation X on fast forward with self-esteem on steroids.”

Bruce goes on to discuss how Generation Y has developed a reputation for being “very high maintenance,” using an example of a new employee who comes into the office on his first day with a list of “17 things we need to change about the company right away.” He says that while Generation Y does have higher expectations for the workplace, they also have higher expectations for themselves.

Introduction



Speeches / Speaking Engagements Back to top


Drawing on two decades of research and experience, Bruce engages audiences with real-world stories and best practices from the front lines of the workplace. His keynotes include powerful insights, memorable quotes and actionable takeaways that keep audiences talking long after the event. Bruce’s presentations cover topics like millennials in the workforce, leveraging generational differences, encouraging young talent, dealing with management challenges, employee and leadership development, and maximizing human capital.

Bruce Tulgan is world famous as an engaging and informative keynote speaker. In 2009, Bruce was awarded Toastmasters International’s Golden Gavel Award, annually presented to a single winner, joining such notable past winners as Zig Ziglar, Stephen Covey, Marcus Buckingham, Ken Blanchard, Deepak Chopra, and Tom Peters.

Backed by two decades of research, Bruce keeps audiences on the edge of their seats with real-world stories and best practices from the front lines of the workplace. Bruce’s keynotes include powerful insights, memorable quotes, and actionable takeaways that keep audiences talking about them long after the event. When time permits, keynotes can conclude with a lively and interactive Q&A.

MILENNIALS IN THE WORKFORCE
Millennials—what they want, what they buy and—in light of Bruce’s special expertise—how they are as workers! In his latest book, Bridging the Soft Skills Gap: How to Teach the Missing Basics to Today's Young Talent (September 2015) addresses this latest topic in practical and refreshing ways.

BACK TO BASICS MANAGEMENT
It’s Okay to Be the Boss™: The Step by Step Guide to Becoming the Manager Your Employees Need

  • Do you feel you don’t have enough time to manage your people?
  • Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?
  • Do you have some great employees you really cannot afford to lose?
  • Do you secretly wish you could be more in control but don’t know where to start?

Managing people is harder and more high-pressure today than ever before: There’s no room for down time, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. They look to their immediate boss to help them get what they need and want at work.

How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You “empower” employees by leaving them alone unless they really need you. After all, you don’t want to “micromanage” them and don’t have the time to hold every employee’s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work…which leaves even less time for managing people…which opens the door for even more problems!

Bruce puts his finger on one of the biggest problems in today’s workplace —an undermanagement epidemic affecting managers at all levels of organizations in every industry —and helps explain why so many managers are so hands-off nowadays.

ADVANCED BACK TO BASICS MANAGEMENT
It’s Okay to Be the Boss™, the Next Steps: Focus on the More Difficult Cases
This is the next step for leaders, managers and supervisors who have already participated in Bruce Tulgan’s back-to-basics management program, It’s Okay to be the Boss. In this advanced program, the focus is on the application of best practices to difficult management challenges using a case study method. After this program, participants will be better able to deal effectively with more difficult management situations.

BACK TO BASICS EMPLOYEE DEVELOPMENT
It’s Okay to Be Managed By Your Boss™: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work
Dozens of best practices to help employees get much better at managing themselves and being managed. After this program, participants will be better able to:

  • Build relationships of trust and confidence with their managers.
  • Seek appropriate guidance, direction and support from their managers.
  • Take on new tasks, responsibilities and projects.
  • Stay focused at work and moving in the right direction.
  • Increase their individual work productivity and quality.
  • Keep track of their own performance and report regularly to their managers.
  • Reduce waste, inefficiency, errors, down-time, and conflict with other employees.
  • Learn, grow, and go the extra mile in their jobs.

LEVERAGING GENERATIONAL DIFFERENCES
Managing the Generation Mix™: Focus on All Four Generations
Dozens of best practices to help your leaders, managers, supervisors, and non-management staff leverage generational difference in the workplace. After this program, participants will be better able to:

  • Understand where each generation is coming from and where they are going.
  • Communicate effectively with those of other generations.
  • Work effectively with those of other generations.
  • Build cooperative and mutually supportive work relationships with those of other generations.
  • Assess and begin to address the human capital management issues presented by generational diversity in your career, for your team, and for your entire organization.

BRINGING OUT THE BEST IN YOUNG TALENT
Not Everyone Gets a Trophy™: How to Manage Generation Y
Dozens of best practices to help your leaders, managers, and supervisors better recruit, train, engage, develop and retain the best young workers today. After this program, participants will be better able to:

  • Understand the attitudes and behavior of Generation Y employees.
  • Attract and select the best Generation Y employees when recruiting.
  • Get new Generation Y employees on board and up to speed.
  • Help GenYers learn and grow in their jobs.
  • Help GenYers work smarter, faster, and better.
  • Teach GenYers to understand where they fit in the organization, how to better manage themselves, and how to be managed.
  • Teach GenYers to deliver better customer service.
  • Reduce turnover among high performing GenYers and increase voluntary turnover among low-performing GenYers.
  • Prepare the best GenYers to assume management responsibilities.

LEADERSHIP DEVELOPMENT
New Leaders: Developing the Next Generation
Dozens of best practices to help your leaders, managers, and supervisors get much better at developing new leaders among the next generation of employees. After this program, participants will be better able to:

  • Build relationships of trust and confidence the very best among today’s young talent.
  • Retain the very best among today’s young talent.
  • Cultivate the leadership potential of the very best young talent.
  • Help new young leaders take on and carry out supervisory, management and leadership responsibilities.
  • Help new young leaders learn the basics of supervision, management and leadership.
  • Help new young leaders steadily improve their supervisory, management, and leadership skills.

HUMAN CAPITAL MANAGEMENT
Winning the Talent Wars®: Staffing Strategy, Recruiting, Rewarding, and Retaining
Dozens of best practices to help your leaders, managers, and supervisors get much better at the strategies and tactics of maximizing human capital. After this program, participants will be better prepared to:

  • Develop strategies and tactics to meet staffing challenges.
  • Plan an effective employee recruiting campaign.
  • Improve employee selection practices.
  • Build a cutting-edge employee orientation program.
  • Set priorities for training and development of employees.
  • Strengthen performance management systems.
  • Tie rewards and incentives more closely to performance.
  • Increase the retention of high-performers and turnover of low-performers.
  • Implement a knowledge-transfer process.


Bruce Tulgan Speaker Testimonials Back to top

    "Bruce Tulgan is the new Tom Peters."
    Howard Jenkins, Chairman and CEO,
    Publix Super Markets, Inc.

    "One of the few contemporary figures to stand out as a management guru."
     Management Today

    "Bruce held our partners spellbound for two and a half hours!"
    Graham Baragwanath, Global Regional Managing Director,
    Deloitte Consulting

    "If you want to lead the next generation of management, start here."
    Ken Melrose, Chairman & CEO,
    Toro Company

    "Your insightful remarks provided our military′s leaders with a better understanding of the young men and women who comprise America’s armed forces."
    Henry H. Shelton,
    Chairman of the Joint Chiefs of Staff, U.S.A. (ret.)

    "We [at JP Morgan′s International Council] appreciated your relentless stimulation and the important points you drove home to our group."
    George Shultz,
    former U.S. Secretary of State

    "You have been quoted hourly by at least one person around Golin/Harris ever since your presentation."
    Rich Jernstedt, CEO,
    Golin/Harri

    "Guaranteed to provoke and challenge the thinking managers and employees in companies of all sizes and industries."
    Michael D. Parker, CEO,
    Dow Chemical Company

    "We all must compete in the free market for talent. Bruce Tulgan shows the way."
    William R. Johnson, CEO,
    H.J. Heinz Company

    Clients Include:

    AARP
    Abbott Laboratories
    Ace Hardware
    Aetna
    American Express
    American Institute of Certified Public Accountants
    American Management Association
    American Management Systems, Inc.
    American Society for Training & Development
    American Society of Association Executives
    ARAMARK
    Ascension Health
    Avera Health
    Baptist Healthcare System
    Bernard Hodes Group
    Boehringer Ingelheim Corporation
    Brunswick Corporation
    California Pizza Kitchen
    Carlson Restaurants Worldwide
    Central Intelligence Agency
    Cezanne Software Inc.
    Citigroup
    Clifton Gunderson, LLC
    Colonial Life & Accident Insurance Company
    Comcast Cable Communications, Inc.
    Consumer Bankers Association
    Credit Suisse Asset Management
    Deloitte & Touche
    Department of Defense
    Department of Labor
    Department of Veterans Affairs
    Diversified Agency Services
    Domino′s Pizza
    Dow Chemical Company
    EDS
    Enterprise Rent-A-Car
    Ernst & Young
    Express Specialty Clothing Stores
    Fairleigh Dickinson University
    Fairview Health Services
    Fannie Mae
    Farm Credit Council
    Fast Company
    Federal Deposit Insurance Corporation
    Fidelity Investments
    Fleishman - Hillard, Inc.
    Food Lion
    Food Marketing Institute
    Foreign Service Institute
    Freddie Mac
    General Dynamics
    General Electric
    General Mills Canada Corp
    Golden Corral Corporation
    Harris Teeter, Inc.
    The Hartford
    Hay Group
    HJ Heinz
    Hooters of America
    Hy-Vee, Inc.
    Iams Company
    ING-AFS
    Internal Revenue Service
    Goodwill Industries International
    JC Penney Co.
    John Deere & Company
    Johnson & Johnson
    J.P. Morgan
    Junior Achievement of America
    Ketchum, Inc.
    Knoll Pharmaceutical
    Kraft Foods
    Lawrence Livermore National Laboratory
    LifeFitness
    LifeScan, Inc.
    Lockheed Martin
    Loews Hotels Corporation
    Los Alamos National Laboratory
    MasterCard International
    McNeil Consumer Healthcare and J&J/Merck
    Meeting Professionals International
    Memorial Sloan-Kettering Cancer Center
    Merck & Co., Inc.
    Mervyn′s Department Stores
    Milliman
    Minnesota Technology, Inc.
    Monster
    Morton′s The Steakhouse
    Motorola
    National Car Rental
    National Imaging and Mapping Agency
    National Retail Federation
    National Security Agency
    Oakwood Healthcare
    Ogilvy & Mather
    PETCO
    PNC Bank
    Publix Super Markets, Inc.
    Quaker Oats
    Raytheon Missile Systems
    St. Anthony′s Medical Center
    Sandia National Laboratories
    Scottish Enterprises
    Society for Human Resource Management
    Sparrow Health System
    State Farm Insurance Company
    State Street Corporation
    Steelcase
    Subway
    SuperCuts Franchisee Association
    Target Stores
    TDS Telecom
    Texas Instruments
    Tops Markets, Inc.
    The Conference Board
    The Treasury Executive Institute
    TRW
    United States Army
    University of Massachusetts
    University of Phoenix
    US Customs and Border Protection
    US Department of Education
    US Department of Labor
    US West
    Visteon
    Volkswagen of America
    Wawa Inc.
    WorldatWork
    Yale New Haven Hospital
    YMCA of the USA
    Young Presidents Organization




Exclusive Interview with Bruce Tulgan

"When managers/leaders regularly and consistently spell out expectations and then measure performance in alignment with those expectations, it gives managers the chance to be more flexible and generous."
In this interview Bruce Tulgan discusses:
  • Managing Millennials.
  • Generational differences in the workplace.
  • How to become a better manager.

* Please note that while this speaker’s specific speaking fee falls within the range posted above (for Continental U.S. based events), fees are subject to change. For current fee information or international event fees (which are generally 50-75% more than U.S based event fees), please contact us.

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Bruce Tulgan needs 14 vote(s) to make it into the Top 25 speakers on Speaking.com!


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    "Bruce Tulgan is the new Tom Peters."
    Howard Jenkins, Chairman and CEO,
    Publix Super Markets, Inc.

    "One of the few contemporary figures to stand out as a management guru."
     Management Today

    "Bruce held our partners spellbound for two and a half hours!"
    Graham Baragwanath, Global Regional Managing Director,
    Deloitte Consulting

    "If you want to lead the next generation of management, start here."
    Ken Melrose, Chairman & CEO,
    Toro Company

    "Your insightful remarks provided our military′s leaders with a better understanding of the young men and women who comprise America’s armed forces."
    Henry H. Shelton,
    Chairman of the Joint Chiefs of Staff, U.S.A. (ret.)

    "We [at JP Morgan′s International Council] appreciated your relentless stimulation and the important points you drove home to our group."
    George Shultz,
    former U.S. Secretary of State

    "You have been quoted hourly by at least one person around Golin/Harris ever since your presentation."
    Rich Jernstedt, CEO,
    Golin/Harri

    "Guaranteed to provoke and challenge the thinking managers and employees in companies of all sizes and industries."
    Michael D. Parker, CEO,
    Dow Chemical Company

    "We all must compete in the free market for talent. Bruce Tulgan shows the way."
    William R. Johnson, CEO,
    H.J. Heinz Company

    Clients Include:

    AARP
    Abbott Laboratories
    Ace Hardware
    Aetna
    American Express
    American Institute of Certified Public Accountants
    American Management Association
    American Management Systems, Inc.
    American Society for Training & Development
    American Society of Association Executives
    ARAMARK
    Ascension Health
    Avera Health
    Baptist Healthcare System
    Bernard Hodes Group
    Boehringer Ingelheim Corporation
    Brunswick Corporation
    California Pizza Kitchen
    Carlson Restaurants Worldwide
    Central Intelligence Agency
    Cezanne Software Inc.
    Citigroup
    Clifton Gunderson, LLC
    Colonial Life & Accident Insurance Company
    Comcast Cable Communications, Inc.
    Consumer Bankers Association
    Credit Suisse Asset Management
    Deloitte & Touche
    Department of Defense
    Department of Labor
    Department of Veterans Affairs
    Diversified Agency Services
    Domino′s Pizza
    Dow Chemical Company
    EDS
    Enterprise Rent-A-Car
    Ernst & Young
    Express Specialty Clothing Stores
    Fairleigh Dickinson University
    Fairview Health Services
    Fannie Mae
    Farm Credit Council
    Fast Company
    Federal Deposit Insurance Corporation
    Fidelity Investments
    Fleishman - Hillard, Inc.
    Food Lion
    Food Marketing Institute
    Foreign Service Institute
    Freddie Mac
    General Dynamics
    General Electric
    General Mills Canada Corp
    Golden Corral Corporation
    Harris Teeter, Inc.
    The Hartford
    Hay Group
    HJ Heinz
    Hooters of America
    Hy-Vee, Inc.
    Iams Company
    ING-AFS
    Internal Revenue Service
    Goodwill Industries International
    JC Penney Co.
    John Deere & Company
    Johnson & Johnson
    J.P. Morgan
    Junior Achievement of America
    Ketchum, Inc.
    Knoll Pharmaceutical
    Kraft Foods
    Lawrence Livermore National Laboratory
    LifeFitness
    LifeScan, Inc.
    Lockheed Martin
    Loews Hotels Corporation
    Los Alamos National Laboratory
    MasterCard International
    McNeil Consumer Healthcare and J&J/Merck
    Meeting Professionals International
    Memorial Sloan-Kettering Cancer Center
    Merck & Co., Inc.
    Mervyn′s Department Stores
    Milliman
    Minnesota Technology, Inc.
    Monster
    Morton′s The Steakhouse
    Motorola
    National Car Rental
    National Imaging and Mapping Agency
    National Retail Federation
    National Security Agency
    Oakwood Healthcare
    Ogilvy & Mather
    PETCO
    PNC Bank
    Publix Super Markets, Inc.
    Quaker Oats
    Raytheon Missile Systems
    St. Anthony′s Medical Center
    Sandia National Laboratories
    Scottish Enterprises
    Society for Human Resource Management
    Sparrow Health System
    State Farm Insurance Company
    State Street Corporation
    Steelcase
    Subway
    SuperCuts Franchisee Association
    Target Stores
    TDS Telecom
    Texas Instruments
    Tops Markets, Inc.
    The Conference Board
    The Treasury Executive Institute
    TRW
    United States Army
    University of Massachusetts
    University of Phoenix
    US Customs and Border Protection
    US Department of Education
    US Department of Labor
    US West
    Visteon
    Volkswagen of America
    Wawa Inc.
    WorldatWork
    Yale New Haven Hospital
    YMCA of the USA
    Young Presidents Organization


    It′s Okay to Manage Your Boss: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work
    Get what you need from your boss.

    In this follow-up to the bestselling It′s Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before. Since the number one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work.

    • Shows employees how to ask for what they need to succeed in their high-pressure jobs
    • Shatters previously held beliefs about how employees should manage up
    • Outlines what employees must get from their managers: clear expectations; the skills needed to perform their jobs; honest feedback, recognition or rewards

    A novel approach to managing up, It′s Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively
    Order Here




    Not Everyone Gets A Trophy: How to Manage Generation Y
    This book will frame Generation Y (children born between 1978-1991) for corporate leaders and managers at time when the corporate world is desperate to recruit and retain worked in this age group. It will debunk dozens of myths, including that young employees have no sense of loyalty, won′t do grunt work, won′t take direction, want to interact only with computers, and are only about money.

    This book will make a unique contribution in four key ways:

    • It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more "fun." To the contrary, Tulgan argues that the key to winning the respect of this generation, and getting the best effort out of them, is to carefully manage their expectations by never downplaying any negative aspect of a job.
    • He will show managers how this Generation thinks transactionally in all negotiations. For them it′s about what they will do for you today and what you will do for them today, not tomorrow, not five years from today, but today.
    • He will explain why they have no interest in tying their futures to your corporation. But he will also make clear that they do have a well thought-out plan for themselves, one that requires that every job they take build up their skill sets, so they become more valuable employees for someone else--if and when you do not fulfill your end of the bargain, or drag your feet in doing so.
    • But most of all, it will explain to corporate leaders that for this generation their personal life comes first, so that each job they take must accommodate itself to some need defined by their personal life. Tulgan argues that until you know the personal need the job can satisfy for a potential employee, you and the applicant may be talking past each other. Those needs are so beyond the imagination of most bosses that Tulgan devotes a third of the book to explaining how they affect the job decisions of this generation.

    Order Here




    It′s Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need

    Do you feel you don′t have enough time to manage your people?

    Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?

    Do you have some great employees you really cannot afford to lose?

    Do you secretly wish you could be more in control but don′t know where to start?

    Managing people is harder and more high-pressure today than ever before. There′s no room for downtime, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Not only are they more likely to disagree openly and push back, but they also won′t work hard for vague promises of long-term rewards. They look to you--their immediate boss--to help them get what they need and want at work.

    How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone, unless they really need you. After all, you don′t want to "micromanage" them and don′t have the time to hold every employee′s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work . . . which leaves even less time for managing people . . . which opens the door for even more problems!

    In It′s Okay to Be the Boss, Bruce Tulgan puts his finger on the biggest problem in corporate America--an undermanagement epidemic affecting managers at all levels of the organization and in all industries--and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly. Now that′s how you set employees up for success and help them earn what they need. Tulgan opens our eyes to the undisciplined workplace that is overwhelming managers and frustrating workers and invites bosses everywhere to accept the sacred responsibility of managing people. His message: It′s okay to be the boss. Be a great one!

    Order Here


Bruce Tulgan is world famous as an engaging and informative keynote speaker. In 2009, Bruce was awarded Toastmasters International’s Golden Gavel Award, annually presented to a single winner, joining such notable past winners as Zig Ziglar, Stephen Covey, Marcus Buckingham, Ken Blanchard, Deepak Chopra, and Tom Peters.

Backed by two decades of research, Bruce keeps audiences on the edge of their seats with real-world stories and best practices from the front lines of the workplace. Bruce’s keynotes include powerful insights, memorable quotes, and actionable takeaways that keep audiences talking about them long after the event. When time permits, keynotes can conclude with a lively and interactive Q&A.

MILENNIALS IN THE WORKFORCE
Millennials—what they want, what they buy and—in light of Bruce’s special expertise—how they are as workers! In his latest book, Bridging the Soft Skills Gap: How to Teach the Missing Basics to Today's Young Talent (September 2015) addresses this latest topic in practical and refreshing ways.

BACK TO BASICS MANAGEMENT
It’s Okay to Be the Boss™: The Step by Step Guide to Becoming the Manager Your Employees Need

  • Do you feel you don’t have enough time to manage your people?
  • Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?
  • Do you have some great employees you really cannot afford to lose?
  • Do you secretly wish you could be more in control but don’t know where to start?

Managing people is harder and more high-pressure today than ever before: There’s no room for down time, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. They look to their immediate boss to help them get what they need and want at work.

How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You “empower” employees by leaving them alone unless they really need you. After all, you don’t want to “micromanage” them and don’t have the time to hold every employee’s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work…which leaves even less time for managing people…which opens the door for even more problems!

Bruce puts his finger on one of the biggest problems in today’s workplace —an undermanagement epidemic affecting managers at all levels of organizations in every industry —and helps explain why so many managers are so hands-off nowadays.

ADVANCED BACK TO BASICS MANAGEMENT
It’s Okay to Be the Boss™, the Next Steps: Focus on the More Difficult Cases
This is the next step for leaders, managers and supervisors who have already participated in Bruce Tulgan’s back-to-basics management program, It’s Okay to be the Boss. In this advanced program, the focus is on the application of best practices to difficult management challenges using a case study method. After this program, participants will be better able to deal effectively with more difficult management situations.

BACK TO BASICS EMPLOYEE DEVELOPMENT
It’s Okay to Be Managed By Your Boss™: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work
Dozens of best practices to help employees get much better at managing themselves and being managed. After this program, participants will be better able to:

  • Build relationships of trust and confidence with their managers.
  • Seek appropriate guidance, direction and support from their managers.
  • Take on new tasks, responsibilities and projects.
  • Stay focused at work and moving in the right direction.
  • Increase their individual work productivity and quality.
  • Keep track of their own performance and report regularly to their managers.
  • Reduce waste, inefficiency, errors, down-time, and conflict with other employees.
  • Learn, grow, and go the extra mile in their jobs.

LEVERAGING GENERATIONAL DIFFERENCES
Managing the Generation Mix™: Focus on All Four Generations
Dozens of best practices to help your leaders, managers, supervisors, and non-management staff leverage generational difference in the workplace. After this program, participants will be better able to:

  • Understand where each generation is coming from and where they are going.
  • Communicate effectively with those of other generations.
  • Work effectively with those of other generations.
  • Build cooperative and mutually supportive work relationships with those of other generations.
  • Assess and begin to address the human capital management issues presented by generational diversity in your career, for your team, and for your entire organization.

BRINGING OUT THE BEST IN YOUNG TALENT
Not Everyone Gets a Trophy™: How to Manage Generation Y
Dozens of best practices to help your leaders, managers, and supervisors better recruit, train, engage, develop and retain the best young workers today. After this program, participants will be better able to:

  • Understand the attitudes and behavior of Generation Y employees.
  • Attract and select the best Generation Y employees when recruiting.
  • Get new Generation Y employees on board and up to speed.
  • Help GenYers learn and grow in their jobs.
  • Help GenYers work smarter, faster, and better.
  • Teach GenYers to understand where they fit in the organization, how to better manage themselves, and how to be managed.
  • Teach GenYers to deliver better customer service.
  • Reduce turnover among high performing GenYers and increase voluntary turnover among low-performing GenYers.
  • Prepare the best GenYers to assume management responsibilities.

LEADERSHIP DEVELOPMENT
New Leaders: Developing the Next Generation
Dozens of best practices to help your leaders, managers, and supervisors get much better at developing new leaders among the next generation of employees. After this program, participants will be better able to:

  • Build relationships of trust and confidence the very best among today’s young talent.
  • Retain the very best among today’s young talent.
  • Cultivate the leadership potential of the very best young talent.
  • Help new young leaders take on and carry out supervisory, management and leadership responsibilities.
  • Help new young leaders learn the basics of supervision, management and leadership.
  • Help new young leaders steadily improve their supervisory, management, and leadership skills.

HUMAN CAPITAL MANAGEMENT
Winning the Talent Wars®: Staffing Strategy, Recruiting, Rewarding, and Retaining
Dozens of best practices to help your leaders, managers, and supervisors get much better at the strategies and tactics of maximizing human capital. After this program, participants will be better prepared to:

  • Develop strategies and tactics to meet staffing challenges.
  • Plan an effective employee recruiting campaign.
  • Improve employee selection practices.
  • Build a cutting-edge employee orientation program.
  • Set priorities for training and development of employees.
  • Strengthen performance management systems.
  • Tie rewards and incentives more closely to performance.
  • Increase the retention of high-performers and turnover of low-performers.
  • Implement a knowledge-transfer process.


Speech Excerpt


In this video, Bruce discusses working with Generation Y, which he calls “the most high maintenance workforce in the history of the world, but also the highest performing workforce in the history of the world.”

Bruce opens by saying, “The world is in a state of constant change,” and describes the “security-seeking behavior of Generation X.” He says that he is now interviewing people who were born between 1978 and 1993, saying, “If you like Generation X, you’re going to love the generation that comes after them, because they’re like Generation X on fast forward with self-esteem on steroids.”

Bruce goes on to discuss how Generation Y has developed a reputation for being “very high maintenance,” using an example of a new employee who comes into the office on his first day with a list of “17 things we need to change about the company right away.” He says that while Generation Y does have higher expectations for the workplace, they also have higher expectations for themselves.

Introduction



Leading Millennials in the Workplace

By Bruce Tulgan

Bruce Tulgan is a best-selling author, business advisor and internationally recognized expert on leadership, management and young people in the workplace. He has worked with tens of thousands of leaders and managers in hundreds of organizations, including Aetna, Wal-Mart, the Army and the YMCA. He was named one of Management Today’s “management gurus” and named ... more

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