UTC Joint Luncheon with Dr. Timothy Clark
Dr. Timothy R. Clark is the rare leadership and change expert who has experience at every level of business. He's managed operations in a steel mill, negotiated with unions at the collective bargaining table, turned around hemorrhaging companies, advised major corporations, and studied the business world as an academic scholar. As an Oxford-trained researcher, a former manufacturing plant manager, a CEO, and an All-American football player at BYU, Clark is considered a world authority on the subject of change leadership and organizational transformation. He delivers his speeches with a commanding presence--a presence that he backs up with in-depth and penetrating content.
Epic Change and How to Lead It. The author of numerous articles and columns on leadership, strategy, and change, Clark is best known for his critically claimed book, Epic Change: How to Lead Change in the Global Age. Stephen R. Covey calls Epic Change "absolutely brilliant material," and Dave Ulrich of the University of Michigan calls it a "neo-classic." Another well-known book of his is the Leadership Test: Will You Pass? which was called "refreshing and inspiring" by Wesley Bull, president of Sentinel Training and Logisitics, LLC.
The founder and chairman of TRCLARK LLC an international consulting organization that specializes in strategy, organizational change, and leadership development, Clark is a specialist on the intersection between business and politics. He works extensively with corporations, government agencies, health care organizations, educational institutions, and non-profit organizations around the world, advising senior leaders in matters of change leadership and strategic change in a globalizing environment. Before founding his own firm, Clark was CEO of Novations SDC, a consulting firm based in Boston, Massachusetts
Leading Epic Change. Many people think change is a function of management, when in fact, it is a function of leadership. This common misconception is one of biggest obstacles to proactive and profit-producing innovation in the marketplace. Instead of reflexively looking to management for direction, organizations that face the challenges of volatility and unpredictability in markets should look to the people who are the most engaged with the organization's mission for leadership. Dr. Tim Clark describes the journey and provides the tools for new leaders to emerge to create meaningful impact in their organizations. He teaches leaders how to pull energy out of a system and summon and redirect institutional will.
Engaging Employees in Tough Times. Through his research, Dr. Clark has discovered surprising relationships between employees, their organizations, and their engagement level. Turning the traditional approach to engagement on its head, he explains why the mindset and attitudes of the most highly engaged employees are the least dependent on the conditions their employer provides. What does this mean? Why do some people embrace challenge and succeed under adverse conditions while others allow those same conditions to affect their performance? Why are the highly engaged more willing to leave their comfort zones and travel to their outer limits? Why are the highly engaged more independent, aggressive, and self-directed in their learning patterns? Dr. Clark takes audiences through the ground-breaking research and breaks down the connections between mindset, personal patterns, and performance to show that the only sustainable model is when employees own their own engagement.
Culture and Human Capital. The single most difficult element to change in an organization is culture; not surprisingly, it is also the very last to change. In tough times, recreating an organization's culture can be the element that produces greater employee engagement and therefore begins to save the bottom line. Clark calls on his extensive research and his experience at every level of the business world to give a three-dimensional view of the changes that can happen in a business' culture. Culture is the collection of values, attitudes, behaviors, and patterns that characterize organization. It's what most people believe, think, and do most of the time. Taken together, the cultural assets largely determine the performance of the organization. By focusing on the human capital, businesses can tap into the great potential of having a proactive and adaptive culture.
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