Travels from Connecticut, USA
Bruce Tulgan's speaking fee falls within range: $10,000 to $15,000
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.
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).
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.
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
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:
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:
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:
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:
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:
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.
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.
“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
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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.
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:
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!
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