SPEAKING

Dov maintains that in today’s connected, transparent world, and interdependent world, people and organizations stand to gain by dedicating new thought and energy to how they do what they do.  Dov is frequently invited to speak at leading industry events and to CEOs, senior executives and boards of directors. The HOW message has been brought to thousands of leaders across the globe.  His presentations help people and organizations find a way to make sense of and thrive in our complex, interconnected and interdependent world.  Some of the world’s most respected collective action, membership and conference organizations have embraced HOW as a central conversation on the state of the world. Recent presentations include The Clinton Global Initiative Annual Meeting, The World Economic Forum, The World Business Forum, The National Press Club, The Aspen Ideas Festival and the University of California Los Angeles’s annual commencement.

The HOW philosophy has also spread well beyond the business world. It is now being used to impact how cities are run, soldiers are trained and the ways in which professional sports franchises use values for competitive advantage.

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  • HOW: New Frontiers in Business Behavior

    The flood of information, unprecedented transparency, increasing interconnectedness – and our global interdependence are dramatically reshaping today’s world, the world of business, and our lives. We are in the Era of Behavior and the rules of the game have fundamentally changed. It is no longer what you do that matters most and sets you apart from others, but how you do what you do. What are commodities, easily duplicated or reverse-engineered. Sustainable advantage and enduring success for organizations and the people who work for them now lie in the realm of how, the new frontier of conduct. This session describes why how we behave, lead, govern, operate, consume, engender trust in our relationships, and relate to others matters more than ever and in ways it never has before.

  • Igniting Conversation in the Moral Age

    The philosopher David Hume argued that “the moral imagination diminishes with distance.” It would follow that the opposite is also true: As distance decreases, the moral imagination increases. Now that technology has eliminated all boundaries and distance — it’s like we’re all in a crowded theater, making everything personal — we are experiencing the aspirations, hopes, frustrations and plights of others in direct and visceral ways. We are in a constant state of moral arousal and it is manifesting as moral outrage suppressing the serious conversation required for inspired solutions, says Dov Seidman. The only way to resolve moral disputes is by gaining perspective, fuller context and the ability to make meaningful distinctions. That requires leaders who inspire people to pause to reflect, instead of reacting by yelling in 140 characters. This session will explore this intensifying leadership dilemma and how leaders can channel moral arousal into real, constructive, two-way moral dialogue.

  • Scaling the Human Organization

    Many big corporations are increasingly attaching themselves to the idea of the human organization. But it’s one thing to be branded a human organization, it’s quite another to scale and build one. That’s the work that urgently remains to be done. It starts by figuring out how to tap into your workers humanity. In this world where machines can out-think, out-process, and out-perform us, it’s the things machines cannot do, the things that come from the heart where our values reside that are uniquely valuable and will never be automated or commoditized. But how can businesses identify and develop these uniquely human behaviors? This session will explore the frameworks and models to building systems that power the human organization by engagingemployees and capitalizing on their strengths – the key for long-term competitive advantage.

  • Trust: Your Company’s Innovation Strategy

    In an era where every corporation wants to be at the forefront of disruptive innovation, the question becomes how do you create and scale a culture that incubates game-changing ideas? The answer can be found in purpose, mission, values, and perhaps most importantly, trust. Statistically, research has shown that employees who experience a high-trust environment are up to 22 times more likely to take risks that benefit the company; employees who operate in a culture of trust and risk taking are eight times more likely to report higher levels of innovation relative to their competition; employees functioning in a culture of high trust, risk taking, and innovation are six times more likely to report elevated levels of financial performance compared to the competition. How do you extend trust as a tested business strategy?

  • Inspirational Leadership: Leaders who Inspire

    Leaders and leadership models are under challenge as never before. Many leaders express uncertainty about how to align a global team of thousands or hundreds of thousands of people. Despite holding all the “reins of power,” these leaders increasingly are coming to believe that the traditional ingredients of success – while necessary — are no longer sufficient. They are looking for a better way to unite and inspire their people and their behavior. Today, leaders seek to inspire performance not only in terms of the new ideas that will become our next-generation products and services, but also in how they behave in and relate to the world around them. The old system of ‘command and control’ using carrots and sticks to exert power over people is fast being replaced by ‘connect and collaborate’ to generate power through people and to inspire principled performance in them. What leadership approaches do we need to get the kind of game-changing ideas and behaviors we need today…and what approaches must we do away with?

  • New Metrics: Rethinking Measures for Success

    Business is always about metrics and measurement, and we have evolved complex systems to measure the quantity and quality of what we do. Yet, without question, our systems of measurement have not mapped to our 21st century realities. Conversations about “how much” echo throughout business, politics and our personal lives: How much revenue can we squeeze into this quarter? How much debt can we tolerate? How much growth can we generate? How much government do we need?  But “how much” and “how big” aren’t the right questions – not in a world with dwindling resources, and not in a business realm where competitive advantage cannot be sustained via out-producing, out-spending or out-selling. Instead of reflexively asking “how much,” we should examine the new models and frameworks that focus on the “question of HOW”: how decisions are made, how employees are treated, how service is delivered, how we relate and behave toward all stakeholders. This session will discuss the models, frameworks and tools that will enable a new set of metrics, and the past efforts (quality and safety movements) that serve as helpful models on how this change can become systemized.

Dov on Stage

Endorsements

  • "My friend Dov Seidman has dedicated his life's work to studying how people conduct their business and their lives. Our mission must be to create a global community of shared responsibilities, shared benefits, and shared values. This new focus will require all of us to think about the HOW."

    President Bill Clinton

  • "Dov Seidman's HOW is a brilliant social-ethical study. It simplifies for the reader the complexity of vital challenges facing humanity today. Students and teachers alike will profit from reading this book."

    Elie Wiesel, Nobel Peace Laureate

  • "Dov Seidman basically argues that in our hyperconnected and transparent world, how you do things matters more than ever, because so many more people can now see how you do things, be affected by how you do things, and tell others how you do things on the Internet anytime."

    Thomas L. Friedman, New York Times columnist

  • President Bill Clinton
  • Elie Wiesel, Nobel Peace Laureate
  • Thomas L. Friedman, New York Times columnist