Dr. Shea is a highly sought-after speaker and teacher for his practical evidence-based tools designed to enable leaders and organizations quite simply to do what they do better.
He captures the attention of his audience with his carefully honed storytelling skills, a result of countless years in front of one of the world’s toughest audiences—executive education audiences. See below for samples…
Dr. Shea frequently works with organizations to meet the specific needs of organizations in half day to multiple day programs.
During this presentation sample below, Dr. Shea focuses on evidence-based leadership principles essential for leaders to deploy during conditions of uncertainty. Hard times, troubled times require that leaders recognize the limits of talk and the necessity of action, especially symbolic action. Audiences find this session thought-provoking and practical, but also inspiring and entertaining.
In difficult times, leaders must keep the ‘wolf’ outside the organization’s door, otherwise the organization will turn on itself.
Leaders in hard times can NOT show fear. In this video, Greg describes why.
Audiences learn to avoid burnout, to recover from failure, become optimistic again, and increase resilience. Dr. Shea’s stories of others who have traveled through rough patches serve as springboards to launch the imaginations of his audience, expand their perception, and give them the tools to chart their own course.
Offering Directional Truth: In turbulent times, leaders must adjust their understanding of truth and how to communicate it. In this video, Greg discusses the critical nature of these communications and provides examples of well executed messaging.
These stages then provide the basis for exploring his copyrighted model for driving change within organizations, including strategic and cultural change. Dr. Shea’s Work Systems Model (c) is clear, concrete, and comprehensive.
The model helps to explain both past failures and successes with change as well as to guide successful planning and implementation of future change efforts.
He utilizes a historical case, a classic set of social psychology studies, and a portfolio of all too real vignettes to examine the nature and source of strong and weak leader-follower relations.