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bregman

Peter Bregman

Leadership Expert, Consultant and Author
Country: USA

Peter Bregman is a CEO Advisor and leadership expert. He helps companies achieve stellar results by improving leadership and moving people to take the simple daily actions that make an outsized impact on the bottom line.

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Book now at: +44 (0)20 3744 5675 (UK)
Book now at: +1 347 223 5128 (US)

The Leadership Facilitator
Peter Bregman is an authority on leadership advisory. Earning a  B.A. from Princeton University and his M.B.A. from Columbia University, he started his professional career by teaching leadership on wilderness and mountaineering expeditions and then moved into the consulting field with the Hay Group and Accenture.

In 1998 he started Bregman Partners. Peter Bregman has advised CEOs and senior leaders in many of the world’s premier organizations from Allianz to Nike and UNICEF. He has successfully authored several books. His book Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want, was a New York Post top pick for your career in 2015 and 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done, proved itself to become a Wall Street Journal best seller.

Peter Bregman has a unique way to connect with audiences through everyday stories that are refreshingly honest and offers lessons that are clear, actionable and memorable. Peter understands the critical challenge of leadership – the challenge of emotional courage.

Peter Bregman’s speaking can trigger transformation and often inspires people to make simple changes that have an immediate and enormous impact on themselves personally. Peter helps organizations by helping individuals in very personal, constructive ways.

Peter Bregman doesn’t just tell people how to improve teamwork, communication and productivity, he shows them how to do it.

    Four Seconds: All the Time You Need to Stop Counter-Productive Habits and Get the Results You Want

    The basic things we all want – to do good work, be successful, get along with others, produce value as part of a team—are surprisingly straightforward to achieve. But, more often we’re fighting against ourselves in a clumsy disconnect between intention and impact, wasting valuable time and energy and straining our relationships in the process.

    Drawing from his most recent book, Peter points out the often funny places where our intuitive but counterproductive knee-jerk reactions get us in trouble. Peter shows how a few small, individual changes can transform an entire organization—moving it from a silo mentality to collective leadership, and he offers practical ideas, tools and tips to help people work together. Peter Bregman will show audiences:

    • How to build a foundation of strength and inoculate themselves so they don’t
    • How and why we often they say the wrong things, and what to do and say get triggered by the things that other people do and say instead to build relationships and get the most important things done together
    •  A three-step process for transforming poor habits into productive ones

    18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done

    We squander a tremendous amount of our potential—and organizations waste a tremendous amount of their people’s potential – by focusing on the wrong things or not following through on real priorities. Drawing from one of his books, Peter Bregman sets out the new, simple rules for leading in a way that brings focus to an organization and makes the best use of everyone’s talents. In this counterintuitive speech, Peter shows us how getting people to fit in or fix their weaknesses works against us. Instead, he tells leaders to help people embrace their weaknesses, assert their differences, leverage their strengths, and pursue their passions.

    In this engaging, story-based and very practical talk, Peter Bregman offers ideas, practices, tips, mind hacks and gentle nudges to help leaders bring focus to their people and their organization.
    Peter Bregman will show audiences:

    • An 18-minute plan to manage their day – empowering them to get the right things done
    • How to get traction, stick to their focus, ignore non-priorities, avoid the allure of unproductive busyness, and master their boundaries so they can resist distractions
    • How to build a plan that places people at the intersection of their strengths, weaknesses, differences and passions, maximizing their success and impact on the organization

    Leading with Emotional Courage

    Everyone in an organization – no matter their level – has the opportunity to lead. Unfortunately, most don’t. There is a massive difference between what we know about leadership and what we do as leaders. The critical challenge of leadership is, mostly, the challenge of emotional courage. Emotional courage distinguishes powerful leaders from weak ones. It means standing apart from others without separating yourself from them. It means speaking up when others are silent and remaining steadfast, grounded and measured in the face of uncertainty. Peter not only shares real-life stories of emotional courage in action, he gives audiences a taste of it.
    Peter Bregman shows audiences:

    • Why emotional courage is so important, and examples of its power
    • What it feels like – experientially – to have emotional courage through fun andeffective exercises
    • How to grow emotional courage to take bolder moves in their work, their lives and the world

    Point B: Change Without Resistance

    Seventy percent of all major change efforts fail, mostly because of rampant fear, anxiety and resistance.  Do you think of resistance as an inevitable byproduct of change? Peter Bregman argues that resistance is optional, an unintended consequence of the way most leaders try to execute change. Peter’s key insight: “People don’t resist change. They resist being changed.” Peter illustrates this lively talk with a case study of a successful change involving 2,000 people globally in a large financial services firm and he shares:

    • Three change rules that must underlie any organization change effort
    • How to use the “Engagement Continuum” to diagnose and describe their own
    • Seven strategies for engaging the workforce during a time of change that shift change initiatives the responsibility of change from leaders to the people who must take the daily actions to make the change successful
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