High performance, collaboration and innovation rely on honest, continuous feedback. Yet every organization and every leader struggles with performance feedback. Honest feedback isn’t given, or if it is, it is met with defensiveness or demotivation. The usual solution— teaching managers how to give feedback more effectively—has failed to solve the problem. Elaine turns conventional wisdom on its head and demonstrates why the smart money is on teaching leaders how to receive feedback well themselves and becoming role models for what they value and expect from those around them. She offers practical advice for turning even unskilled, crazy-making feedback into genuine learning. And once you get leaders motivated and eager to learn—willing to engage with others to see their blind spots and look at their own areas for growth—you get a modeling effect that quickly catches fire.
Public health crisis. Racial reckoning. Economic uncertainty. No clear end in sight. Our surge capacity depleted. How can we create space and help each other maintain sanity – getting things done, while taking care of each other? Elaine offers tools for reducing mental and emotional stress, creating more sustainable rhythms, and engaging with empathy, candor and care.
When people can’t speak up to raise a concern or disagree with the decision in the meeting itself, you have to attend the meeting-after-the-meeting to find out whether you have actual alignment or covert opposition. These all-too-common dynamics compromise safety, divide teams, waste time and energy, result in poor decision-making or in decisions not being made at all. And yet, even highly accomplished professionals struggle with the decision to speak up, to communicate decisions clearly or engage disagreement effectively. Meaningful improvement on this front must go beyond motivation, beyond the simple exhortation to “be assertive” or “encourage your team to speak their mind.” It must start by understanding why even confident, well-respected professionals hesitate. Smart leaders worry about creating tension, slowing progress, creating defensiveness, violating cultural norms, or being perceived as a troublemaker or not a team player. And what if they’re wrong about their concerns? In this session, we examine four common roadblocks to our ability to speak up and offer a menu of options to help each leader create an atmosphere where they and others speak up in ways that will be heard and move the conversations forward.
Leaders, managers, colleagues and direct reports face difficult conversations every day, and as leaders become more senior, they spend more and more of their time tackling difficult conversations. These difficult conversations—conflicts between functions or geographies with key alliance partners or your biggest clients—are the complex messes that get kicked upstairs because no one below has clear answers. Handling these conversations efficiently is no longer just a good idea, it’s integral to the success of each leader, their division and ultimately, the entire organization. Failure comes at a high cost—conflicts that fester and consume energy, sap creativity and destroy teamwork. Based on 20 years of work at the Harvard Negotiation Project, this session provides a framework for understanding why some of our most important conversations are so hard, examines the common mistakes we all make, and offers a step-by-step method for handling them with less anxiety and better results. Tailored to the day-to-day challenges leaders face, this session offers insight and strategies for looking beneath the surface to understand disagreement, increase accountability, and manage your own reactions when under stress.
This website is a resource for event professionals and strives to provide the most comprehensive catalog of thought leaders and industry experts to consider for speaking engagements. A listing or profile on this website does not imply an agency affiliation or endorsement by the talent.
All American Entertainment (AAE) exclusively represents the interests of talent buyers, and does not claim to be the agency or management for any speaker or artist on this site. AAE is a talent booking agency for paid events only. We do not handle requests for donation of time or media requests for interviews, and cannot provide celebrity contact information.
If you are the talent, and wish to request removal from this catalog or report an issue with your profile, please click here.
High performance, collaboration and innovation rely on honest, continuous feedback. Yet every organization and every leader struggles with performance feedback. Honest feedback isn’t given, or if it is, it is met with defensiveness or demotivation. The usual solution— teaching managers how to give feedback more effectively—has failed to solve the problem. Elaine turns conventional wisdom on its head and demonstrates why the smart money is on teaching leaders how to receive feedback well themselves and becoming role models for what they value and expect from those around them. She offers practical advice for turning even unskilled, crazy-making feedback into genuine learning. And once you get leaders motivated and eager to learn—willing to engage with others to see their blind spots and look at their own areas for growth—you get a modeling effect that quickly catches fire.
Public health crisis. Racial reckoning. Economic uncertainty. No clear end in sight. Our surge capacity depleted. How can we create space and help each other maintain sanity – getting things done, while taking care of each other? Elaine offers tools for reducing mental and emotional stress, creating more sustainable rhythms, and engaging with empathy, candor and care.
When people can’t speak up to raise a concern or disagree with the decision in the meeting itself, you have to attend the meeting-after-the-meeting to find out whether you have actual alignment or covert opposition. These all-too-common dynamics compromise safety, divide teams, waste time and energy, result in poor decision-making or in decisions not being made at all. And yet, even highly accomplished professionals struggle with the decision to speak up, to communicate decisions clearly or engage disagreement effectively. Meaningful improvement on this front must go beyond motivation, beyond the simple exhortation to “be assertive” or “encourage your team to speak their mind.” It must start by understanding why even confident, well-respected professionals hesitate. Smart leaders worry about creating tension, slowing progress, creating defensiveness, violating cultural norms, or being perceived as a troublemaker or not a team player. And what if they’re wrong about their concerns? In this session, we examine four common roadblocks to our ability to speak up and offer a menu of options to help each leader create an atmosphere where they and others speak up in ways that will be heard and move the conversations forward.
Leaders, managers, colleagues and direct reports face difficult conversations every day, and as leaders become more senior, they spend more and more of their time tackling difficult conversations. These difficult conversations—conflicts between functions or geographies with key alliance partners or your biggest clients—are the complex messes that get kicked upstairs because no one below has clear answers. Handling these conversations efficiently is no longer just a good idea, it’s integral to the success of each leader, their division and ultimately, the entire organization. Failure comes at a high cost—conflicts that fester and consume energy, sap creativity and destroy teamwork. Based on 20 years of work at the Harvard Negotiation Project, this session provides a framework for understanding why some of our most important conversations are so hard, examines the common mistakes we all make, and offers a step-by-step method for handling them with less anxiety and better results. Tailored to the day-to-day challenges leaders face, this session offers insight and strategies for looking beneath the surface to understand disagreement, increase accountability, and manage your own reactions when under stress.
Elaine Lin Hering is a keynote speaker and industry expert who speaks on a wide range of topics such as Thanks for the Feedback (Even When It’s Off-Base, Unfair, Poorly Delivered, and Frankly, You’re Not in the Mood), Create Space and Maintain Resilience , Speaking Up and Difficult Conversations: How to Discuss What Matters Most. The estimated speaking fee range to book Elaine Lin Hering for your event is available upon request. Elaine Lin Hering generally travels from and can be booked for (private) corporate events, personal appearances, keynote speeches, or other performances. Similar motivational celebrity speakers are Heather R. Younger, Randall K. Stutman, Tom Esch, Danelle Delgado and Christine C. McHugh. Contact All American Speakers for ratings, reviews, videos and information on scheduling Elaine Lin Hering for an upcoming live or virtual event.
High performance, collaboration and innovation rely on honest, continuous feedback. Yet every organization and every leader struggles with performance feedback. Honest feedback isn’t given, or if it is, it is met with defensiveness or demotivation. The usual solution— teaching managers how to give feedback more effectively—has failed to solve the problem. Elaine turns conventional wisdom on its head and demonstrates why the smart money is on teaching leaders how to receive feedback well themselves and becoming role models for what they value and expect from those around them. She offers practical advice for turning even unskilled, crazy-making feedback into genuine learning. And once you get leaders motivated and eager to learn—willing to engage with others to see their blind spots and look at their own areas for growth—you get a modeling effect that quickly catches fire.
Public health crisis. Racial reckoning. Economic uncertainty. No clear end in sight. Our surge capacity depleted. How can we create space and help each other maintain sanity – getting things done, while taking care of each other? Elaine offers tools for reducing mental and emotional stress, creating more sustainable rhythms, and engaging with empathy, candor and care.
When people can’t speak up to raise a concern or disagree with the decision in the meeting itself, you have to attend the meeting-after-the-meeting to find out whether you have actual alignment or covert opposition. These all-too-common dynamics compromise safety, divide teams, waste time and energy, result in poor decision-making or in decisions not being made at all. And yet, even highly accomplished professionals struggle with the decision to speak up, to communicate decisions clearly or engage disagreement effectively. Meaningful improvement on this front must go beyond motivation, beyond the simple exhortation to “be assertive” or “encourage your team to speak their mind.” It must start by understanding why even confident, well-respected professionals hesitate. Smart leaders worry about creating tension, slowing progress, creating defensiveness, violating cultural norms, or being perceived as a troublemaker or not a team player. And what if they’re wrong about their concerns? In this session, we examine four common roadblocks to our ability to speak up and offer a menu of options to help each leader create an atmosphere where they and others speak up in ways that will be heard and move the conversations forward.
Leaders, managers, colleagues and direct reports face difficult conversations every day, and as leaders become more senior, they spend more and more of their time tackling difficult conversations. These difficult conversations—conflicts between functions or geographies with key alliance partners or your biggest clients—are the complex messes that get kicked upstairs because no one below has clear answers. Handling these conversations efficiently is no longer just a good idea, it’s integral to the success of each leader, their division and ultimately, the entire organization. Failure comes at a high cost—conflicts that fester and consume energy, sap creativity and destroy teamwork. Based on 20 years of work at the Harvard Negotiation Project, this session provides a framework for understanding why some of our most important conversations are so hard, examines the common mistakes we all make, and offers a step-by-step method for handling them with less anxiety and better results. Tailored to the day-to-day challenges leaders face, this session offers insight and strategies for looking beneath the surface to understand disagreement, increase accountability, and manage your own reactions when under stress.
This website is a resource for event professionals and strives to provide the most comprehensive catalog of thought leaders and industry experts to consider for speaking engagements. A listing or profile on this website does not imply an agency affiliation or endorsement by the talent.
All American Entertainment (AAE) exclusively represents the interests of talent buyers, and does not claim to be the agency or management for any speaker or artist on this site. AAE is a talent booking agency for paid events only. We do not handle requests for donation of time or media requests for interviews, and cannot provide celebrity contact information.
If you are the talent, and wish to request removal from this catalog or report an issue with your profile, please click here.