Travels from New York, USA
Roselinde Torres's speaking fee falls within range: $25,000 to $30,000 (Speakers' virtual presentation fees are generally around 60-80% of the in-person fee range noted here.)
Senior partner and managing director at the consulting firm BCG, Roselinde Torres leads the firm in the areas of “people and organization.” A lifelong student of leadership, she is the firm’s resident expert in the field.
Prior to her current position, Roselinde worked as a senior partner at Mercer Delta Consulting, and she has also headed up internal consulting teams for Connecticut Mutual Life and Johnson & Johnson.
CEOs, senior executives and boards across a wide range of industries have asked Roselinde to assist with executive leadership, teamwork, organization design and change management. She is frequently requested as a speaker at national business forums on leadership and organizational transformation. As a popular and prolific author, she has published books on topics such as 21st-century leadership, organizational growth, team effectiveness and CEO succession.
Her work and ideas have been featured in many prestigious business publications, including BusinessWeek, the Economist, Corporate Board, Chief Executive, Fast Company and Institutional Investor. She is on the “America’s Best Leaders” selection committee for US News & World Report and is also a trustee of the Wildlife Conservation Society.
Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s “people and organization” practice area, she is also the company’s resident expert on leadership, a topic she has studied her entire career.
Questions she likes to ask include, “what innovative methods can help prepare the next generation of leaders?” and “how do we enable leaders to unlearn past modes and habits of success?”
Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.
Roselinde has been a long-term advisor to CEOs, senior executives, and boards on issues of executive leadership, team effectiveness, organization design, culture change, and large-scale change implementation. She has consulted across a wide range of industries, including consumer products, financial services, health care, industrial goods, retail, and technology.
Roselinde is a frequent speaker at national business forums on organizational transformation and leadership and has authored publications on twenty-first-century leadership, organizing for growth, executive team effectiveness, M&A cultural integration, and CEO succession. She has been featured in the major business press, including BusinessWeek, the Economist, the Corporate Board, Chief Executive, Fast Company, and Institutional Investor. She serves on the selection committee for U.S.News & World Report’s America’s Best Leaders and is a trustee of the Wildlife Conservation Society.
Prior to working at BCG, Roselinde was a senior partner at Mercer Delta Consulting, where she also held a number of U.S. and global leadership roles. She also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. At Johnson & Johnson, she was a member of the senior leadership team of Ethicon Endo-Surgery.
Roselinde holds an MS degree in human resource development from the American University/NTL Institute for Applied Behavioral Science. She has a BA with honors in English and Spanish from Middlebury College
Roselinde Torres examines what goes into making a great leader today. She says, “Many of us carry this image of this all knowing superhero who stands and commands and protects his followers. But that's kind of an image from another time, and what's also outdated are the leadership programs that are based on success models for a world that was, not a world that is or that is coming."
Laying out the research that has led to this conclusion, she explains, “We surveyed 4000 companies, and we asked them, let's see the effectiveness of your leadership development programs. 58% of the companies cited significant talent gaps for critical leadership roles. That means that despite corporate training programs, off sites, all these things, more than half the companies had failed to grow enough great leaders."
Addressing the audience directly, she puts the question: “You may be asking yourself, 'is my company helping me to prepare to be a great 21st-century leader?' The odds are, probably not."
Roselinde explains her thinking on the creation of successful leadership development processes. She says, “The best leaders are focused on creating value, and there are a lot of definitions of leadership, it's probably the most searched word, but when we come right down to it, what I would argue is there are many ways to create value… that should be the operating frame for that leader."
Talking of the wider responsibilities of a leader, she explains, “They will also make sure that the broader leadership body throughout the organization, other levels of leadership, right down to frontline supervision, are also equipped to be great leaders, because these individuals serve as influence nodes."
Detailing what it takes to make the very best leaders, she says “They invest the time to learn themselves about what they're asking the organization to do, whether that be technical content, whether that be a human element, or whether that be something that has to do with the broader world."
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