Peter Laughter

Storyteller – Speaker – Leveraging the power of narrative to drive change and humanize business by transforming the way we connect with talent

Humility is a great teacher.

Humility earned through arrogance is painful but nonetheless effective. I know this from experience.

As a leader of a recruiting firm, I was controlling, untrusting, and frightened. My behavior nearly cost me everything. Yet through a pivotal experience on a non-profit board, I witnessed something transformative: the power of collaborative leadership and conflict resolution.

We achieved outcomes no single faction could have accomplished alone. By listening to detractors not to convince but to understand, we turned critics into collaborators.

This lesson hit home when one of my employees challenged my boneheaded response to a crisis. Her simpler approach, which I resisted, proved far more effective. In that moment, theory collided with reality, showing me that intellectual understanding alone is never enough.

Leadership isn’t about having all the answers. It’s about creating conditions where great ideas thrive and others can step into leadership.

Today, as a keynote speaker and leadership transformation raconteur, I bridge the gap between organizational theory and practical implementation. Through award-winning storytelling as a three-time Moth Story Slam winner and TEDx speaker and evidence-based insights, I help executives navigate disruption by showing how leaders can:

Release the shackles of command-and-control
Access collective wisdom of their teams
Transform culture to thrive in rapid change

The stakes are immense:

77 percent of employees worldwide are disengaged, representing untapped potential
70 percent of digital transformations fail, wasting billions in lost innovation
Traditional leadership models cannot keep pace with AI-driven change, leaving teams struggling to adapt

All of this happens against the backdrop of a world on fire, where crises demand collaboration but we remain divided.

Organizations that embrace Abundant Leadership, where authority is distributed and decisions happen closer to the front lines, can:

Reduce overhead by 40 percent
Ramp up productivity
Drive sustainable innovation amid chaos

When collaboration becomes part of how we work, it spreads to our families, communities, and institutions, and eventually their politics ushering a better world for us all.

If you resonate with these ideas and want to explore how theory can become transformative reality in your organization, I would love to connect. Message me or copy this link to put your date on hold: peterlaughter.com/date-hold/

#LeadershipTransformation #FutureOfWork #OrganizationalChange #Innovation #Leadership #ExecutiveSpeaker

Founder & Talent Pied Piper

For two thirds of us, works sucks. It’s no wonder the world is in such bad shape – most of us spend a huge part of our waking lives doing something we barely tolerate. It doesn’t need to be this way. After 25 years in recruitment, I have an uncommon understanding of the psychology of hiring. What’s more, I know that your future is not dictated by your past. I love opening up joyous opportunities for people’s careers and helping them transition from a place of purpose and deep understanding.

Organizational change usually fails. It doesn’t have to. I work with organizations to fix that with the ChangeOS evidence-based method that drives transformation and overcomes resistance to change.

My entire career has been about transformation. I’ve had the opportunity to lead exciting companies, across a number of cultures and contexts and at every one of them I needed to drive change. Sometimes successfully, sometimes not. I wish I knew then what I know now.

The truth is that we know a lot about change. There have been hundreds of studies done over decades that show clearly what works and what doesn't. We need to start applying that knowledge. Unfortunately, traditional change management methods do not. 

Today, I’m a popular speaker, adviser and author, helping organizations successfully drive transformation. I've published two bestselling books, CASCADES & MAPPING INNOVATION as well as more than 50 articles in Harvard Business Review.

I speak to audiences around the world and work with leading organizations to better compete in today’s disruptive marketplace. I’ve been named by Innovation Excellence as #2 on its global list of "Top 40 Innovation Bloggers" and by IDG as one of “10 Digital Transformation Influencers to Follow Today.” My passion is to help successful organizations overcome disruption and blaze a path to a better future.

A global citizen, I spent 15 years living and working in Eastern Europe where, I led and advised companies in four different countries.. You can learn more about me on my website, www.GregSatell.com, my blog https://digitaltonto.com/ and follow me on Twitter @DigitalTonto.


Greg Satell

When the Minnesota guard began handing out coffee, hot chocolate and donuts, they not only changed from the tactics of ICE and CBP, they changed the dynamic. 

They also created a dilemma: A shared value paired with a destructive act that forces a decision. 

The shared value was clear: a sense of community. By the time the National Guard showed up, people had spent days—and in some cases weeks—out in the freezing cold with their neighbors and fellow citizens.

The constructive act was just as clear: Join the protestors. Smile. Have a chat. Hand out some food.

They didn't get tough. They didn't force a standoff with ICE, the CBP or the protestors themselves. 

Now imagine YOU are an ICE or CBP officer. How would YOU feel? 

You've been told these people are the enemy, even domestic terrorists. People are shouting at you, blowing whistles and filming you. You've been angry, felt under siege. 

Now, the national guard shows up with coffee. Nobody is shouting at them. Everybody seems to be having fun. You just stand there and watch. 

The truth is that few people thrive in chaos. Sure, the ICE and CBP officers could have pepper-sprayed them, shouted orders and curses, but that would have been an outrage. So they just sat there looking and feeling helpless.

Those were their choices: They could have attacked the protesters and the national guard or hung back and looked feeble. Those were their choices. There was no other.

That's the essence of the dilemma action. Identify a shared value. Design a constructive act rooted in that shared value. Force a decision in which both choices are bad for your opponent. 

The revolutionary group Otpor in Serbia had a similar, but much more elaborate strategy for dealing with the police in the lead up to their revolution. Instead of fighting them, they infiltrated them. 

I'll put a link in the comments.

Evidence-based Change Expert, International Keynote Speaker, Bestselling Author, Wharton Lecturer, Harvard Business Review Contributor

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