Your challenge at the very first moments of your next event is to get your audience instantly connected, warmed up and plugged in. Your event’s success is decided from the start. By getting your audience members open and wanting to change, collaborate, and create, you will avoid any skepticism. Leverage your investment with Beau Lotto as your opening keynote speaker.
World-famous neuroscientist, Dr. Beau Lotto, will prepare and super-motivate your audience by using the principles of neuroscience (yes, you read that right). When you step back and consider the Big Picture, the strategy makes sense. We all know the world is changing fast — that’s a given. The challenge is to adapt…or die. What you need is a speaker who will show your audience how to thrive in the face of change. Beau gives your attendees, in practical plain talk, the neuroscience behind personal evolution. He provides the detailed steps to achieve a successful culture where your audience can empower evolvability and thrive as a result.
Beau’s megamix is more than just science, however; he weaves in ideas from technology, art, fashion, music, and performance. It’s the kind of subject matter, delivered in a friendly, entertaining style, that turns heads.
The result for you: usable ideas that create a more invigorating, inventive, and evocable company culture. As well, this could be your first step in creating more meaningful, post-transactional customer relationships. Think of his gift to your audience as insight backed by science.
Beau’s keynote visit is more than just another indistinguishable inspirational speaker yelling, “You can do it!” Much more. Here, you get a fact-based return on investment. Don’t let Beau’s science background give you pause – his talks are always common-sense, and peppered with humor, audience participation and actionable principles that audiences can apply in their professional lives.
Beau, a renowned audience arouser, is a leading expert in perception, neuroscience, and complex adaptive systems. He’s helped navigate brands like Cirque du Soleil, Microsoft and L’oreal to even greater successes. In corporate circles as well as in the scientific community, Beau is well known and well respected; he’s earned a world-class reputation as a speaker, masterclass leader and big-league corporate consultant.
He’s been electrifying crowds for over 30 years, including a three-time gig as a mainstage TED-talk speaker. How? By challenging his audiences’ perceptions about change, getting them to look past their biases, and sparking ideas about how to create a more evolved, can-do organization.
The ultimate strategy: to apply scientific truths about perception to get your staff achieving solid bottom-line results.
Audiences love him because his unique style enables him to:
If you want to build your team more effectively and have them face and conquer their problems, fears and challenges, let Beau show the way. Neuroscience – as entertainingly explained by Beau – holds the key to adaption, creativity, innovation, and perception.
One of the most dangerous things one can experience in life is doubt. During evolution, if your ancestors weren’t sure whether that ‘thing over there’ was a predator, well … it was too late for them. Thus, we hate doubt … and that’s usually a good idea (throughout evolutionary history).
We are genetically programmed to do so: Sea-sickness, and indeed most of our mental health problems being direct manifestations of our fear. The deep irony, however, is that nothing interesting begins without it. So taking the risk to step into uncertainty is an essential aspect of adaptation, which we know is at the root of success in all natural systems. What’s more, nature also tells us when it’s best to risk uncertainty. So how to deal with uncertainty is the fundamental problem that your brain evolved to solve. Here we discuss in a highly experiential way how and why everything is uncertain, and nature’s solution to it.
The future is unknown. It always has been and always will be. Whether technological innovation, wars, climate change, voting … or a pandemic, every decision an organisation and leader makes is, in one way or another, directly related to uncertainty.
In nature, the most successful systems do not just adapt, they are adaptable. Indeed, adaptability is the ‘skill’ most sought by leaders and organisations. To adapt requires stepping into uncertainty. Adapting to uncertainty is born out of a way of being … a practice … that one engages in every day at work, at home with one’s children, with one’s partner, friends, with the cashier in the grocery store.
Only by understanding how and why you see what you do can you adapt to and lead others into uncertainty. Becoming perceptually intelligent in conflict enables leaders and their teams and organisations to succeed when others fail.
There is no inherent value in change. Whether change is good or bad is – like everything else in life – context-dependent. Here, using principles in behavioral and perceptual neuroscience, we’ll explore what lives at the heart of change: why it’s often essential for success but equally the most feared of human activities. Indeed, to ask ‘why?’ is historically the most dangerous thing you can do. Hence, organization, businesses, religions and even our education systems are designed to reduce question-asking. And yet all revolutions (and revelations) begin with a joke (“you mean it could be different from this?”).
See how and why questions and metaphor are mediators of change; what makes a good question; and how change – when properly pursued – has no direction or goal. Which means change is personal and – when properly considered – inevitable.
What makes a good leader? When asked this question of a diverse audience, I’ll receive many different possible qualities that are ‘essential’. And yet, there are only three such descriptions that correlate with the success of a company. What are they and why do they matter?
Here we will address these questions from the perspective of behavioral neuroscience, and consider a new answer: the quality of a leader is defined by how he/she leads others into uncertainty.