Category: Articles

“Leadership is one of the most observed and least understood phenomena on earth.” James MacGregor Burns

“Courage is the ‘x’ factor that can make or break corporate America” Warren Bennis

“Leadership is taking people to places they’ve never been before.” Marie Kane

“Leadership is the process of influencing the activities of an organized group toward goal achievement.” C. F. Rauch and O. Behling

“Courage is what it takes to stand up and speak, it’s also what it takes to sit down and listen.” Winston Churchill

“The leader is one who mobilizes others toward a goal shared by leaders and followers. Leaders, followers, and goals make up the three equally necessary supports for leadership.” Garry Wills

“Great leaders rally people to a better future.” Marcus Buckingham

“Leadership is enacted through communication” J. K. Barge

“I don’t like to boss people around. I don’t get motivated by telling people what to do, I don’t take any pleasure in it. So, I manage with curiosity by asking questions.” Brian Grazer

“When people talk, listen completely. Most people never listen.” Ernest Hemingway

“Determine that the thing can and shall be done, and then we shall find the way.” Abraham Lincoln

“Difficulties exist to be surmounted.” Ralph Waldo Emerson

“The fundamental purpose of leadership is to produce useful change, especially non-incremental change.” John Kotter

“Leadership is a process whereby an individual influences a 

group of individuals to achieve a common goal.” Peter Northouse

“When you hire people who are smarter than you are, you prove you are smarter than they are.” R.H. Grant

“Leadership is successfully creating positive change for the common good.” Todd Sorensen et al.

“He who moves not forward goes backward.” Johann Wolfgang von Goethe

“To be persuasive we must be believable; to be believable we must be credible; to be credible we must be truthful.” Edward R. Murrow

“Communication is the most important skill any leader can possess.” Richard Branson

“Life shrinks or expands in proportion to one’s courage.” Anais Nin

“Great leaders drive change.” Jeff Immelt

“The only true wisdom is in knowing you know nothing.” Socrates

“Wonder is the beginning of wisdom.” Socrates

“I cannot teach anybody anything. I can only make them think” Socrates

“What is an intelligent man? A man who enters with ease and completeness into the spirit of things and the intention of persons, and who arrives at an end by the shortest route.” Henry Frédéric Amiel

“There is only one good, knowledge, and one evil, ignorance.” Socrates

“To find yourself, think for yourself.” Socrates

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” Antoine de Saint Exupéry

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” George S. Patton

“Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline … Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader.” Jia Lin

“The measure of a man is what he does with power.” Plato

“Leadership is not a ‘mystical or ethereal concept’. Rather, leadership is an observable, learnable set of practices. Certainly, leaders make a difference. There is no question about that.” Bernard Bass

“There are almost as many different definitions of leadership as there are persons who have attempted to define the concept” Stogdill

“the process (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement” Stogdill (1950)

“interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of a specified goal or goals” Tannenbaum, Weschler, and Massarik (1961)

“Leadership requires using power to influence the thoughts and actions of other people” Zaleznik (1977)

“Never discourage anyone…who continually makes progress, no matter how slow.” Plato

“the process of moving a group (or groups) in some direction through mostly non-coercive means” Kotter (1988)

“A leader is a dealer in hope.” Napoleon Bonaparte

“leadership is an interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of members…Leadership occurs when one group member modifies the motivation or competencies of others in the group. Any member of the group can exhibit some amount of leadership…” Bass (1990)

“A leader shapes and shares a vision which gives point to the work of others” Handy (1992)

“Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” Rost (1993)

“Leadership is the capacity to create a compelling vision and to translate vision into organizational realities” Bennis(1995)

“The only definition of a leader is someone that have followers” Drucker (1996)

“If you can’t explain it to a six-year-old, you don’t understand it yourself.” Albert Einstein

“Leadership is the process of interactive influence that occurs when, in a given context, some people accept someone as their leader to achieve common goals” Silva (2016)

“there is too much mathematics and not enough wisdom” Maurice Godelier

“from the hour of their birth, some are marked out for subjection, others for rule” Aristotle

“A gentleman first wins the trust of his people, and then he can mobilize them. Without this trust, they might feel they are being ill-used. He first wins the trust of his prince, and then he may offer criticism. Without this trust, the prince might feel he is being slandered” Confucius

“The qualities of social leaders are wind, the qualities of the common people are grass; grass will always bend in the wind” Confucius

“Cultivated people seek from themselves; small people seek from others” Confucius

“The concept of a leader cannot be defined independently of what a ‘good’ leader is expected to accomplish.” Kodish

“A man who has the knowledge but lacks the power clearly to express it is no better off than if he never had any ideas at all.” Pericles

“I don’t know any other way to be than a leader by example.” Fat Joe, rapper

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Jack Welch

“Becoming a leader is synonymous with becoming yourself. It is precisely that simple and it is also that difficult.” Warren Bennis

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” Ronald Reagan

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams

“We run this company on questions, not answers.” Eric Schmidt

“Leadership is the capacity to translate vision into reality.” Warren Bennis

“Lead me, follow me, or get out of my way.” General George Patton

“You don’t lead by pointing and telling people some place to go. You lead by going to that place and making a case.” Ken Kesey

“Management is doing things right; leadership is doing the right things.” Peter Drucker

“Leadership and learning are indispensable to each other.” John F. Kennedy

“I know of no single formula for success. But over the years I have observed that some attributes of leadership are universal and are often about finding ways of encouraging people to combine their efforts, their talents, their insights, their enthusiasm and their inspiration to work together.” Queen Elizabeth II

“When I give a minister an order, I leave it to him to find the means to carry it out.” Napoleon Bonaparte

“A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell

“Innovation distinguishes between a leader and a follower.” Steve Jobs

“To handle yourself, use your head; to handle others, use your heart.” Eleanor Roosevelt

“The key to successful leadership today is influence, not authority.” Ken Blanchard

“The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” John Maxwell

“People ask the difference between a leader and a boss. The leader leads, and the boss drives.” Theodore Roosevelt

“Do not follow where the path may lead. Go instead where there is no path and leave a trail.” Ralph Waldo Emerson

“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” Jim Rohn

“I cannot give you the formula for success, but I can give you the formula for failure, which is: Try to please everybody.” Herbert Swope

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams

“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” Antoine de Saint-Exupéry

“I never dreamed about success. I worked for it.” Estée Lauder

“I have no special talents, I am only passionately curios.” Albert Einstein

Authority is the power or right to make decisions, give orders, obtain obedience.  In a hierarchical system, a system in which people or groups are ranked vertically one above the other according to their status or level, authority is an important value that ensures decisions, orders and responsibilities are constantly respected. All organizations, pursuing efficiency, have, more or less intrusive, a hierarchical structure. Based on these premises we can say that the system invests the leader with authority and, at least within the boundaries of the organization, everybody complies with the rules and respects the leader’s authority. The leader’s power is not in question here, it is something given by the organization and unless for rare serious cases, no one should put it into discussion. How the leader exercises power is however an interesting matter of discussion because, in fact, a leader has multiple choices when it comes to exercising power, which broadly go under two main alternatives, the authoritative and the authoritarian manner. 

     Let’s start by clarifying that not all good is with one and not all bad is with the other. Both styles have a grey area. Both styles are, to some extent, efficient. Organizations should be considered as living structures, that don’t respond always at the same model but that dynamically change model based on the needs of the moment. Organizations pursue efficiency and effectiveness and these two words are the rule, whatever makes them happen is good for an organization, unless it implies other consequences that bring again inefficiency and ineffectiveness. 

     An authoritative leader engages the passion and competence of individuals to accomplish organizational goals. This is a leader that transfers inspiration, vision and passion to the team and establishes a collaborative climate in which every component feels the property of the project. The authoritative leader is appreciated and respected for his or her competence, motivation and commitment to the project. Following the leader, contributing to the project, bringing in personal competence is considered a privilege by the team. The leader never needs to exercise power because it is implicit and widely accepted, everybody understands the leader’s line of reasoning and his or her orders are shared by the team and functional to the goals of the project.

     Authoritative leaders are the ones who exploit to the full the potential of the team. They are not obtaining obedience because they command, they obtain obedience because people surrounding them sense their personal path to leadership and are subject to their authenticity. True authority comes from the inside and people recognize this by instinct, they are fascinated by this inner power, they want to be included in the leader’s project. An authoritative leader will obtain things out of respect and will never have to impose decisions if not rarely, and if such a rare occasion arises, a look and a brief private talk, will be sufficient for others to realign with the leader. An authoritative leader is humble and available to discuss his or her decisions, provided that the final word remains to the leader. A high leader is authoritative, always.

     An authoritarian leader takes decisions and gives orders. This leader is convinced to have a higher-level vision and approach to the project than anybody else. Authoritarian leaders have a traditional idea of leadership based on obedience and respect for position and status, they are high on demandingness and expect compliance from all concerned. The authoritarian leader is focused more on procedures rather than people, factors like control, order and high degree of dependency on the leader are typical. The authoritarian leader usually has a certain degree of appreciation by some because it gives the false idea that the leader knows what he or she is doing and has full control. It is a hard but reassuring figure. Teams and organizations led by authoritarian leaders run smooth and are characterized by low risk taking and relatively low involvement by the team which is mainly dedicated to execution. However authoritarian-led teams and organizations typically have enormous potential not yet exploited and that will never be. The authoritarian approach inevitably leads to an ordinary leadership.

     In particular circumstances, when the situation requires extreme measures, it may be useful to adopt an authoritarian approach. The advantage of this approach in extreme situations is that decisions can be made quickly and actions activated immediately without the time required to involve others. Since the leader is the most knowledgeable individual in the team, it is his or her duty to take over full control in extreme situations. 

©DMA COMMUNICATION. ALL RIGHTS RESERVED.

Creativity is the use of imagination or original ideas to modify and innovate processes. Creativity is an essential prerequisite of a high leader. In fact, the boundary between leadership and art, the art of human relations and remodeling reality in this case, is very thin. High leaders are considered artists in that they introduce creatively new methods and processes based on an original intuition. 

     A leader’s intuition brings forward something new that was never seen and recognized before. The leader develops the intuition into a vision and the vision into a project that involves people, investments and efforts to transform that original intuition into reality. The leader is working to make real something that is not real, convincing people of the reality of something they never really saw and collaborating with a team that has never done it before. The situation is not easy. Creativity here is the element that brings it all together. 

     A leader is always attracted by innovation and is disposed for innovation, just like, for instance, a writer is attracted by new languages and expressions. I had innumerable, fascinating, exchanges with my friend novelist, who has a deep knowledge of language and writing forms. Incredibly, we have always been aligned on this issue. Language can be stretched, modified and innovated to meet new expressive forms and to convey emotions, in the same way as organization processes and methods can be stretched, modified and innovated to meet new leadership forms and convey solutions. In fact, if you look at the history of writing, major authors always introduced new styles to refresh the language and obtain new communication heights, the history of literature is there to show this. Organizations, on the other hand, always try to innovate either through the development of execution capabilities throughout the workforce or by enhancing the use of creativity in processes. 

     Innovation is the action of changing something estab-lished, especially by introducing new methods, ideas, or products. The shift to an innovation-driven economy was determined by globalization, increased competitive pressure, quick changes in technology. Executionary capabilities, developed constantly throughout the years the quality and reliability of products and services, and are today widely shared by organizations or at least can reach similar levels. Creativity instead not only remains a central issue, that not all organizations can ensure, but has also grown into a major solution to competition’s new goal: innovation. 

Creativity is essential as a mindset for the leader and for the project

     Creativity is essential because it establishes an appropriate mindset for the leader. A creative approach puts aside rigid structures and looks into things in a new way. A leader is always creative, it is part of his or her distinctive characteristics. The quest for new roads, more efficient and competitive solutions, the search for higher outcomes requires a constant confrontation with creativity.  A creative leader is seeking something, is looking around for something. We are not talking here of a settled, satisfied leader, who is enjoying his or her success and essentially repeating a method. We are talking here of an unsettled leader, restless, completely open to observation and life, even private life, enjoying the mystery of living and engaging in a vital challenge to solve a problem or find a new solution. It is an incredibly exciting mindset, typical of the leader, but it should not be confused with those individuals perennially unsatisfied who go looking for challenges only to occupy time. A high leader is perfectly able to sit by the poolside and enjoy himself or herself doing nothing a full day. 

     Typically, this wonderful leader (I mean exactly what I wrote, that is: a leader full of wonder) will carry along his or her challenge about anywhere they go. There really is not anymore, a distinction between private life and work. The challenge is just as fun and stimulating as any other part of the private life. And this does make a difference because the most creative solutions come when you begin to blend all aspects of life and maybe you suddenly see in something you would have never expected the solution to your challenge. 

     There is no possibility to be a leader and something else, when you are a leader, you lead throughout your life.

     Creativity is essential because it establishes an appropriate mindset also for the organization. The creative mindset of a high leader eventually transforms the entire organization. That is why organizations that want to innovate are spending more and more time on the choice of the right leader and are dedicating more and more attention to the creative aspects of the candidate. The leader’s creative approach extends to the whole team who, without prejudice of the peculiar abilities of each team member, is encouraged by the leader to let free creativity. Having regular meetings during which everyone is encouraged to change point of view and propose a completely different road to the solution or inspiring everyone to bring their personal life, their personal passions, into the discussion, are two interesting solutions that help free creativity and open up the road for innovation. Such an approach is creative in itself because it innovates interrelations, by creating a more intimate relationship between the members of the team. a leader that manages well this aspect will eventually lead the team to create an intra-organization lexicon, which is a complex term to say a personalized use of words and style of language: within the team everybody finds a new very personal language, for example using some words typical of a private passion of each member of the team, just to give a very basic example a baseball passionate member of the team will use words like ‘center field’, ‘catcher’, ‘shortstop’, ‘pitcher’ when describing a new idea. These words will eventually become part of the team’s daily language when working and when relaxing, so that if you happen to look at the team from the outside, you will not understand what they are actually saying but you will have the impression there is some sort of fellowship going on. This lexicon (wordbook) greatly enhances motivation and sense of belonging to the project and the team, bringing in open mindedness and creativity.

Creativity in organizations

     Creativity in organizations is not just an exercise to generate ideas, it is part of an accurate process aimed at bringing about the potential for innovation. This process, in respect of other creative activities, usually has well defined boundaries so that the creative process is not really completely ‘creative’ but it goes in a precise direction as defined by the organization’s leadership. Applied creativity means understanding and knowledge of what surrounds you, awareness of yourself or your organization goals, ability to think out of the box, courage to take alternative directions, identification of innovative solutions, use of a defined method to bring these solutions to reality and obtain positive results. 

Here the leader is critical because, as explained in the chapter dedicated to humility, the leader’s role is initially to set the boundaries of creativity and, more importantly, decide to what extent let the team force the creativity limits set by the organization. This requires the leader to have his or her feet well on the ground. An organization is not an art shop and, however obvious it may seem, it frequently happens that boundaries are unclear and creativity trespasses the allowed limits. 

     The leader sets the limits and, while encouraging creativity, supervises that no one exceeds the limits. But what are exactly these boundaries? Creativity in organizations should encompass a creative approach to ideas and a creative approach to problem-solving aimed at generating viable and original solutions to complex problems. Creativity’s goal is innovation and innovation, we know, means changing for the good or simplifying something by introducing new methods, ideas or products. The creative approach in an organization addresses directly and exclusively this. The pragmatism, the sense of reality and of limits of the leader is essential to steer the creative process through the potential risks of imagination. The influence that the leader has on the team ensures creativity is kept within boundaries without the team losing enthusiasm or motivation for the project. This is a particularly delicate work for the leader, who has full responsibility of this process.

     Additionally, it should be considered that the most creative individuals in the team are, typically, also the most independent. When the leader encourages creativity in the team it is inevitable that these creative elements will take an as much as independent as possible stance. The creative individual, who necessarily has to see the entire project to propose a viable solution, tends to take possession of the entire project and the leader is the only factor that can prevent this behavior from getting out of control. 

     Finally, organizations usually have a complex relationship with creativity. On one side they need it to pursue innovation and they search for creative leaders, on the other side organizations need to take into account the risks, costs and time consumption that creativity gives rise to.

Experimental creativity

     There is another side to creativity that high leaders use abundantly but is less talked about: the experimental side of creativity. If we assume that creativity involves changing point of view and finding new routes in function of a determined goal, then a creative team is an excellent instrument for the leader to obtain a number of experimental solutions. These solutions are developed by the leader and the team in parallel to the main solution and are constantly used to test the main solution. Sometimes the experimental solution proves better than the main solutions and substitutes it or becomes a feasible Plan B to the main solution.

     In conclusion creativity has a major role in an organization and leaders should always encourage it. However, it poses two relevant problems to an organization: management and uniqueness. As for management, it requires a considerable effort from the leader in terms of managing the team’s creativity, this in turn requires a leader with an excellent knowledge of what is creativity and its limits within the organization, as well as a leader with a sound balance in managing the team’s creativity. As for uniqueness, creativity does not follow a standard model and the pattern of the creative process is rarely methodical. This makes the creative process a rarely if ever repeatable process, while organizations do seek repeatability in all processes. This requires an additional effort from the leader who should record all the creative process and at least try to define a pattern, not much in the process that lead to the solution (which will probably be unrepeatable) but rather a pattern in the approach that the team used in the creative process. The ideas, the way they were encouraged and stimulated, the way in which they were shared and the way they were enforced to get to the solution, are repeatable processes that bring enormous value to an organization.

©DMA COMMUNICATION. ALL RIGHTS RESERVED.

While the first connection between the leader and the team is based on a purely instinctual component, the subsequent reinforcement of the ties depends on subjective factors, especially empathy and emotional intelligence. The reinforcement step is very important as it sets the quality of the relationship between leader and team, the group’s commitment and ultimately the performance on both sides of the relationship.

The reason I don’t like the word ‘follower’, but I prefer to use ‘team’ or ‘participants’ is because in fact there is no such thing as a follower with a high-profile leader. The leader actively transforms the chosen team by transferring them inspiration and knowledge and bringing them up to a level where they can operate independently from the leader. This is the most effective leadership and it draws high performance levels. Unfortunately, it requires a truly high leader, because only a very strong leader with a strong inspiration and control can afford to promote and actively teach the development of inner independency by the team. The team will feel the ownership of the project and eventually contend choices and decisions of the leader as to how to manage the project. A strong leader will always be recognized as such, even by an inspired team with knowledge. The separation between the leader and the team will always be there as everybody recognizes a sort of superior inspiration and robustness in the leader, a deep understanding of things that only the leader has, the capacity of the leader in difficult times to control and manage the unexpected, the certainty that the leader will reach the objectives no matter what. All these elements put the leader in a positively superior position and bring respect from the team, whose abilities, even though of high profile, still recognize the leader as the original inspirator of the project with a superior capacity to reach the target. In conclusion, the leader here is handing over inspiration and knowledge to the team because the leader’s strength, inspiration and respect affords him to do so. Such a team has a high performance because each individual is working supported by his or her own inspiration and believes in the project to the extent of making it a personal endeavor. This is the team which is available to work overtime when circumstances require but this is also the team that openly raises to contend a move of the leader, but again this is the team that constantly recognizes the leader’s charisma and inspiration and while contending a move for the sake of the project is also ready to shut up and give the last word to the leader, positively convinced that the leader has the final word because the leader knows better.

Growing up such a team requires considerable effort and management by the leader but ensures exceptional results. In my experience these have always been the best performing teams. And don’t forget that if you want to understand the quality of a leader at any level, often just look at the first level of people the leader chose to work with him or her and you will have a pretty clear idea.

Empathy is the projection of the self onto the others so that you can almost identify with the other’s feelings and thoughts in a sort of emotional communion. It is a deep understanding of the other and it requires a certain capacity of compassion and humanity. Empathy is typical of a high leader. Because the leader has gone through a number of experiences – investigating the self, understanding life and inspiration, fighting for a change, believing in a project – the leader usually has a broad empathic capacity. A leader missing this feature should be looked at with suspect. Empathy is used by the leader as a tool: firstly, to choose the team and secondly to understand the team (if the leader is not given the faculty to choose the team, then empathy is used to ‘change’ the team). 

Empathy defines the bonding of the team, it is introduced by the leader who sets the example by demonstrating the worthiness of this attitude, and it should be used, at least to a certain extent, by each participant of the team. There will clearly be differing degrees of empathy in each member of the team or differing degrees of engagement to use empathy. Nonetheless an empathetic approach, in a high-profile team, should always be looked for and promoted. 

Empathy takes us to emotional intelligence, a wider approach to the understanding of things and setting of relations. Emotional intelligence, broadly defined, is the ability to use not only reasoning or to follow known patterns in thinking but to involve also instinct and emotions in this process, thus expanding your knowledge and understanding of situations and hence extending opportunities and possibilities. There is a direct relation between emotional intelligence and leadership: the high leader uses intelligence and uses emotions to the same degree.

Intelligence comes from the Latin verb intelligere which means ‘reading inside things’, not only observing life and its innumerable phenomenon but also understanding life in all its aspects. Emotional intelligence is, in a way, a redundant concept as intelligence, being the reading and understanding of life, already encompasses the various aspects of life: an intelligent individual would never rely exclusively on reason to comprehend life but would obviously involve emotions and much more. ‘Reason’s last step is the recognition that there are an infinite number of things which are beyond it’ said French philosopher Blaise Pascal. So, when we talk of emotional intelligence, we are basically saying that in our comprehension of life we are including emotions.

Emotional intelligence was defined, by researchers Peter Salovey and John Mayer, as ‘the ability to monitor one’s own and other people’s emotions, to discriminate between different emotions and label them appropriately, and to use emotional information to guide thinking and behavior’. This definition was then further split in perceiving, using, understanding, and managing emotions. I tend to give much relevance to emotional intelligence, as long as it is considered part of the basic empathic behavior of an intelligent individual. Emotions should be accepted as a standard requirement in leadership.

Emotions should never be left out of an organization and a project. Technical proficiency should always be balanced with interpersonal competence and emotions. Additionally, it is only a strong emotional relationship that can develop higher leadership and team effectiveness and that can solidly withstand, and above all recover from, difficult times or failures that may be encountered during the various stages of a project.

©DMA COMMUNICATION. ALL RIGHTS RESERVED.

“Appreciated and sought-after by corporations in the European Union as well as in the US, novelist Davide Amante has revealed a new trend and the advantages of hiring an author as a keynote speaker. Let’s investigate to find out more.

Keynote Speakers have unquestionably become a central figure in virtually all corporation events. They introduce events with leaders and employees, they set the tone of team building events and they start conventions and meetings sponsored by corporations and institutions, setting the framework for the day’s agenda. The trend was once limited to large corporations, but in the latest years the Keynote Speaker has become a widespread phenomenon even for smaller companies. The Keynote Speaker is a winning formula which sets a sense of belonging and participation for all attendees, qualifies the event, brings fresh air to the team and often introduces with the personal experience of the speaker a new point of view on matters of interest.

In the realm of keynote speakers, the choice is vast, ranging from industry experts to motivational gurus. However, a rather new and yet highly impactful choice is hiring a novelist to take the stage. While it might seem unconventional, the convenience of having a novelist as a keynote speaker can bring a unique and enriching dimension to the event.

Davide Amante is a bestselling novelist, famous in his own right and with copies of his novels scattered around the world, translated in many languages. At first glance you might wonder what such a novelist has to do with the business agenda of an organization or its team building event. But if you look closer you realize that the two things are closely connected, and a novelist is one of the best ideas for an organization seeking an effective Keynote Speaker.

First and foremost, consider diverse perspectives. Novelists, by nature, possess a broad range of experiences and perspectives. Their ability to view the world through various lenses allows them to offer fresh insights and unconventional wisdom. Whether your event focuses on business, technology, whether you are focusing on innovation or motivation, a novelist can bring a unique and valuable perspective that challenges traditional thinking and stimulates thoughtful discussion.

Then consider curiosity and attention. Hiring a novelist such as Davide Amante as a keynote speaker means bringing to your audience a charismatic and successful author with a broad culture, who sells over half a million copies of books internationally each year, generates curiosity and inspiration in your attendees, typically setting a positive and interested mood for the themes that your organization will address in the day’s agenda.

But there is more to it. Think about connecting with audiences. Novels often explore the depths of human emotions and experiences, enabling novelists to connect with audiences on a profound level. Hiring a novelist as a keynote speaker means inviting someone who understands the art of empathy and can communicate complex ideas in a way that resonates with a diverse audience. This connection fosters engagement and ensures that the message is not only heard but also deeply felt.

Don’t underestimate the storytelling expertise of a novelist, their innate ability to weave captivating stories. Novelists are masters at creating narratives that resonate with emotions and draw audiences into different worlds. This storytelling prowess can transform a mundane event into a memorable experience, leaving a lasting impression on attendees.

Finally, you must consider the impactful messages a novelist can leave as a keynote speaker. Contrary to common perception, a successful novelist is someone who has much to say about business because they not only have an insight in creativity but also know how to transform creativity into business. Through the power of words and narrative, they can inspire, motivate, and provoke thought in ways that resonate long after the event has concluded.

Ultimately a novelist brings style to your event, indisputably setting an interest apart from any other speaker you may find and, should you send a press release, raise media attention to your company event.

In the quest for an impactful and memorable keynote speaker, the convenience of hiring a novelist cannot be overstated. Their storytelling expertise, ability to connect with audiences, diverse perspectives, versatility in topics, and the capacity to deliver memorable messages make them a compelling choice for any event. Consider the unconventional and invite a novelist to your stage – you might just find that the convenience extends far beyond expectations. “

Organizational events serve as crucial platforms for communication, motivation, and knowledge dissemination. One impactful element that can elevate such events is the inclusion of a keynote speaker. Beyond merely delivering a speech, a well-chosen keynote speaker has the potential to transform the atmosphere, inspire attendees, and contribute significantly to the event’s overall success. This article explores the myriad advantages of having a keynote speaker at organizational events.

1. Expertise and Insight:
   Keynote speakers are often experts in their respective fields, bringing a wealth of knowledge and insight. Their unique perspectives and experiences can offer valuable insights that resonate with the audience, providing a fresh and informed outlook on industry trends, challenges, and opportunities.
2. Inspiration and Motivation:
   A skilled keynote speaker possesses the ability to inspire and motivate the audience. Through compelling stories, anecdotes, and motivational messages, they can ignite a sense of purpose and drive among attendees, fostering a positive and energized atmosphere that extends beyond the event.
3. Setting the Tone:
   Keynote speakers play a pivotal role in setting the tone for the event. Whether it’s a product launch, a conference, or a team-building retreat, their presence and delivery style can establish the desired mood, creating an engaging and memorable experience for the audience.
4. Audience Engagement:
   An effective keynote speaker engages the audience on a personal level. Through interactive sessions, Q&A segments, or thought-provoking discussions, they create a dynamic and participative environment, ensuring that attendees actively absorb and reflect on the speaker’s message.
5. Enhancing Brand Image:
   The choice of a keynote speaker reflects on the organization’s commitment to excellence and professional development. A high-profile speaker can enhance the organization’s brand image, attracting positive attention and reinforcing its position as an industry leader.
6. Networking Opportunities:
   Keynote speakers often draw a diverse audience, including professionals, industry experts, and thought leaders. This provides excellent networking opportunities for attendees, fostering connections and collaborations that can extend beyond the confines of the event.
7. Addressing Specific Goals:
   Organizations can strategically select keynote speakers whose expertise aligns with specific goals or challenges they are currently facing. Whether it’s navigating change, promoting innovation, or enhancing leadership skills, a tailored keynote address can directly address these organizational priorities.
8. Entertainment Value:
   Beyond their informative content, many keynote speakers possess exceptional communication and presentation skills. This not only keeps the audience engaged but also adds an element of entertainment to the event, ensuring that attendees leave with a positive and memorable experience.
9. Boosting Employee Morale:
   For internal events, a keynote speaker can serve as a morale booster for employees. Recognizing and investing in the professional development and motivation of staff through a compelling speaker can contribute to a positive workplace culture.

Incorporating a keynote speaker into organizational events is a strategic investment that yields a multitude of benefits. From providing valuable insights and motivation to enhancing the overall event experience, a well-chosen speaker can leave a lasting impact on both individuals and the organization as a whole. As events continue to play a vital role in corporate communication, the addition of a dynamic keynote speaker remains a powerful tool for achieving organizational objectives and fostering a culture of inspiration and growth.