Speaking Engagements by Stewart LiffStewart Liff is an award-winning performance management expert, author, advisor, and artist. He is a leading authority on Visual Performance Management, Team Development, and Human Resources Management. Stewart developed his innovative management approach called Visual Performance Management, which he explains in his book, Seeing is Believing: How the New Art of Visual Management Can Boost Performance Throughout Your Organization, co-authored by Pamela A. Posey, D.B.A. He shows how simple visual techniques can improve the effectiveness of employees, as well as convey a more professional impression of the organization when viewed by the outside world.

Through a mixture of presentation, experiential learning, and lively discussion, Stewart shares the wisdom gained from 32 years experience as a human resource management expert and 7 years as a consultant — including practical tools and solutions to transform, inspire, and establish accountability within an organization.

Stewart’s speaking topics can be customized for an internal training, conference breakout session, or extended full-day program based on the goals and objectives you set for your event.

Below is a list of Stewart’s most requested speaking topics:



Seeing Is Believing: The Fine Art of Communicating Change and Performance


Every organization at some point must chart a new course, such as with a merger, downturn in economy, explosive growth, or even global expansion. For executive leaders, communicating visually is key to success in making transformative changes and being able to communicate organization wide the new mission, vision, values and performance targets.

In this highly interactive and experiential learning session, Stewart Liff provides an in-depth overview of how to successfully implement an organizational transformation on using the revolutionary concept known as Visual Performance Management. This concept involves combining generally accepted management principles along with the fine arts to:

  • Improve customer satisfaction by connecting employees to the mission
  • Improve employee satisfaction by celebrating employees
  • Improve cycle time performance, productivity, and quality by strategically tracking and sharing information
  • Hold employees accountable in an honest and open way
  • Shape the outside world’s view of an organization by designing it in a manner that greatly impresses the stakeholder, with the overall goal being improved performance

As a result of the session, participants will learn what forces are causing organizations to become more visual, how to think more visually, and the overall models and tools behind visual performance management (particularly organizational design, human resources management, and fine arts). Participants will leave with a six-step process for implementing visual performance management in their organizations.



Team of Leaders: Empowering Every Member to Take Ownership, Demonstrate Initiative, and Deliver Results


Workplace teams are supposed to harness employees’ talents to tackle challenges — But the reality often falls short.

Now imagine having a team where everyone steps up and provides leadership and performs all of the leadership tasks. Imagine a team where many can lead multiple activities. A team that is constantly sharing knowledge and pushing the envelope. That does long term planning and produces outstanding performance.

Through a mixture of presentation, videos, discussions, and group exercises, teams will learn leadership does not need to reside in a formal role like a supervisor, and it can rotate amongst its members. Instead of being merely employees, they learn a system to become leaders, which takes advantage of the capabilities of its members.

As a result, teams will leave this session knowing how their responsibilities are shared with each other, allowing the supervisor to concentrate on the big picture. Team members, who traditionally are asked to do what they are told and not much more, are now elevated, energized, think, and act like organizational leaders.



Transforming Government Agencies: How to Motivate, Deal with Difficult Issues, and Achieve Tangible Results


Whether in the corporate world or government, human resources management is about accountability and results. Managing government employees presents unique challenges. Government managers may feel that stringent and convoluted regulations mean, “they can’t do that.” Some others may use that perception as a crutch. But the truth for all of them is, yes, they can “do that” — and they’d better. “That” means managing employees as proactively and decisively as their corporate counterparts, and holding their staffs, teams, and departments accountable for productivity and results. Managing Government Employees offers dozens of techniques for meeting the challenges and stressful situations governmental supervisors face on a daily basis.

Through a mixture of lively discussions and presentation, Stewart Liff teaches leaders, managers, and supervisors how to apply sound human resources management principles in order to build a high-performing work force. Attendees will learn techniques that will help them develop an energized workforce committed to the organization’s values, dedicated to its mission, and one that holds its employees accountable for their actions. The initial section of the training focuses primarily on the overwhelming majority of the employees that want to do a good job. Stewart teaches how to manage a workforce based on core values, with an emphasis on communication in order to motivate, develop, and retain a high performing workforce.

Stewart shares his personal experience and tips gathered as a senior executive for 12 years, a manager of a national HRM program representing 13,000 people and successfully representing the government in 30 hearings before third parties. Managers frustrated by government bureaucracy will leave knowing they possess more power than they originally thought, with techniques to:

  • Get maximum dedication and productivity from employees
  • Improve results of poor performers and how to discipline, document, or terminate when necessary
  • Deal with union and EEO issues
  • Cut through the red tape of government employment systems