Speaking & Training

Speaker Bio

Forward-looking leaders, organizations, associations, and meeting planners who want to avoid disaster hire Disaster Avoidance Expert Dr. Gleb Tsipursky to speak on science-based decision-making and emotional and social intelligence. He consults for businesses, nonprofits, and municipalities on these areas, researches these topics as a professor at the Ohio State University, and popularizes the research as the leader of the nonprofit organization Intentional Insights. He authored a number of books on these topics, most notably the #1 Amazon bestsellers The Truth Seeker’s Handbook: A Science-Based Guide and Find Your Purpose Using Science, and is currently working on The Secrets to Avoiding Disasters: A Science-Based Guide for Leaders. He was  featured in Time, Scientific American, Psychology Today, The Conversation, Business Insider, Government Executive, and Inc. Magazine.  A member of the National Speakers Association, he has nearly two decades of professional speaking experience on three continents. Audiences give him top marks for his highly interactive speaking style, which connects his content matter with the audience’s knowledge and life experience and encourages extensive peer-to-peer engagement. For his Speaker One Sheet, click on this link.

 

Sample Testimonials

 

 

Written feedback from Eleanor Meekins, MSA, CPC, CIR, ACIR, CSSR, CDR Program/Education Director Affiliate Member, who organized a training I provided to the International Coaches Federation Columbus Chapter on “Help Clients Avoid Disasters Through Science-Based Decision-Making”

“Dr. Gleb Tsipursky presented “Help Clients Avoid Disasters Through Science-Based Decision-Making” to the International Coaches Federation of Columbus. He responded to every request I made for documents, etc., immediately. His presentation style is warm and engaging. His presentation and slides were excellent. Even the most senior coaches (25+ years coaching experience) were really surprised and impressed with the information he gave us. Several want to see him again, and some even want an all day training session! He is a snap to work with, has very interesting scientific information, and is a delightful presenter. I highly recommend him!”

 

 

 

Written feedback from Dan Sharpe, who serves as the Executive Vice President of The Columbus Foundation, who organized a training I provided on “Avoiding Nonprofit Disasters Through Decision-Making Science”

“Our community leaders benefited from Dr. Tsipursky’s expertise, presentation, and insights during a Columbus Foundation Nonprofit Forum. We collaborated to bring a “Science of Decision Making” presentation to the central Ohio nonprofit community. The content was delivered in a digestible way that covered high-level theory, while also providing tactics and tools that could be immediately implemented. The audience had very positive feedback, and I was pleased to be able to offer the content, and expertise to the sector.”

 

 

 

 

Written feedback from Diane Wingerter, Author, Speaker, and Consultant, founder of TradeShow Doctor, who organized a training I provided to the Leadership Team of Synergy National on “Cultivating Socially Intelligent Organizations.”

“The entire Leadership Team of Synergy National was very impressed with your presentation.  Your remarks and insights were excellent and set the tone for a meaningful and productive meeting.  As a result, we were ‘working from’ from a common foundation and mindset and I feel that we accomplished more during our Leadership Retreat than we would have, if you had not presented your material.  So, for that…..our sincere gratitude and appreciation!”

 

 

 

 

 

 

Written feedback from Susan Lear, President/CEO, GLA Employee Assistance Provider, who organized a training I provided to the National Association of Women Business Owners Columbus Chapter on “How Women Leaders Can Avoid Disasters Through Science-Based Decision-Making”

“Gleb presented to members of the National Association of Women Business Owners. He spoke to us about common pitfalls of decision making and how we may avoid them. His interactive presentation provided many takeaways, even for the solopreneur and microbusiness owner. Of particular note was Gleb’s depth of knowledge as evidenced by how thoughtfully he tailored his message to an audience of female leaders.”

 

 

 

 

 

Written feedback from Peggy Wibble, MHRM, SPHR, Organization Effectiveness Expert and Leadership Coach, who organized a training I provided to the Capital City Organization Development Network on “Help Clients Avoid Disasters Through Science-Based Decision-Making”

“Gleb applies the discipline of his research to the practical tools he has crafted for effective decision-making.  CCODN benefited greatly from his expertise, as well as his clear, thought-provoking and interactive facilitation.  He is both learned and passionate — well positioned to enlighten and guide organizations to growing their effective decision-making capacity.  We are glad he is part of our learning community.”

 

 

 

 

 

 

Written feedback from Teresa Trost, Executive Director of Community Shares of Mid Ohio, on a training I provided on “Avoiding Nonprofit Disasters Through Decision-Making Science”

“I just wanted to say thank you for a great session. I will never approach decision making the same again. You gave me some wonderful insights on cognitive biases and how they influence our decisions. I plan to use your premortem process with my team, and our board. I am also eager to do more research on cognitive biases. Very interesting. Thank you again for valuable education that will support my work.”

 

 

 

 

 

 

Most Frequently Requested Presentations

 

 

“The Secrets to Avoiding Disaster for Leaders: A Science-Based Guide to Successful Decision-Making”

Brief Description: No one wants to see a disaster in their workplace, yet they happen all the time, from everyday disasters such as a new hire not working out to major crises that may lead to bankruptcy. The large majority of these disasters are preventable, and stem from one or usually a series of poor decisions. In hindsight, we can clearly see which decisions led to disaster: wouldn’t it be wonderful to be able to predict these bad decisions in advance and avoid them? Fortunately, you can learn how to minimize everyday mishaps and major disasters through applying decision-making science. This presentation draws on research in decision-making and emotional and social intelligence as well as real-world case studies to help optimize the process of decision-making for leaders, teams, and organizations.

Learning Objectives

  • Gain awareness of and escape the cycle of regrettable decisions, thus avoiding workplace disasters, big and small
  • Identify a series of problematic thinking and feeling patterns  – what scholars call cognitive biases – that cause us to make regrettable decisions
  • Use recent research in behavioral sciences to deal with cognitive biases in the workplace through easy-to-use strategies for effective decision-making
  • Combine intuitive and analytical thinking to help you make the best possible decisions in an environment of uncertainty
  • Help yourself and your team implement these strategies thoroughly for optimal decision-making processes
  • Exert influence effectively on team decision-making from any role in the team, while helping maintain trust, engagement, and commitment among team members
  • Identify the competing interests of multiple stakeholders, especially in a context of uncertainty and transition, and coordinate them to achieving the organization’s goals

 

“Don’t Go With Your Gut in Hiring and Assessment”
Brief Description: Making successful hires and assessments requires avoiding going with your gut, according to recent behavioral science research in decision-making and emotional and social intelligence. Studies find that going with one’s intuition often results in systemic errors that undermine diversity and inclusion, lead to poor workplace outcomes, and cause legal challenges. This presentation provides research-based strategies for making the most successful hiring and assessment decisions while avoiding lawsuits and facilitating diversity and inclusion, and provides audience members with free access to a web-based decision-making tool that encodes such strategies and maximizes transparency and fairness.

Learning Objectives

  • Protect your organization from systematic thinking errors that lead to poor decision-making in hiring and assessments
  • Avoid lawsuits by following research-based best practices in hiring and assessments
  • Leverage behavioral science-based strategies to make most successful hires and assessments
  • Align hiring and assessments with the strategic goals of your organization
  • Learn to use a free web-based tool to guide hiring and assessments throughout your organization

 

“Cultivating Socially Intelligent Organizations”

Brief Description: Most organizations act as though humans are fully rational creatures, driven by logical incentives. However, much recent research shows that most of our decision-making and behavior is driven by emotions. Failing to appeal to people’s emotions undercuts motivation and engagement, creates a toxic internal culture, and leads to turnover and internal discord. Applying the research on social intelligence helps organizations avoid these problems, make wise policies, and communicate effectively to internal and external stakeholders to achieve organizational goals.

Learning Objectives

  • Assess how well your organization engages people emotionally
  • Discover the implications of recent social intelligence research on what actually drives people in your organization
  • Gain specific tools and tactics you can use to adapt this research to improve motivation and engagement, improve organizational culture, and decrease turnover and internal conflict
  • Learn how to train people in your organization on integrating social intelligence-based tactics into their everyday workplace interactions

“The Secrets to Avoiding Disaster for Meeting Planners: A Science-Based Guide”

Brief Description: When was the last time that you saw a live event turn into a disaster? You can bet that the meeting organizers didn’t think it would. What if you could prevent it from happening to you and ensure that you create the best meeting experience possible for your clients? For a live event to be a true success, many things must go right. For it to become a catastrophe, only one thing must go wrong. Such disasters usually result from one or more bad decisions. Yet very few of us get professional development in improving our decision-making, resulting in a cycle of regrettable decisions and tragic outcomes for our best-laid plans. Fortunately, you can learn how to minimize the possibility of disasters through applying decision-making science. Studies show that training in decision-making strategies, especially ones that integrate both intuitive and analytical thinking into a synergistic whole, greatly improve people’s decisions. This presentation draws on research in decision-making and emotional and social intelligence as well as real-world case studies to help you plan the best event possible.

Learning Objectives

  • Gaining awareness of the science of decision-making, including the problematic mental patterns that drive us to make bad decisions,  and how to avoid these patterns.
  • Learning a science-based technique for making wise decisions among a number of options with different strengths and weaknesses in an environment of uncertainty.
  • Learning a science-based technique for most effectively implementing a decision that has been made to protect yourself from disaster, by predicting what might go wrong and then addressing the problems in advance.


“Helping Your Clients Succeed Through Emotional Intelligence”

Brief Description: Isn’t it frustrating when you know what your client needs to do to succeed, but the client just won’t listen to you? Or perhaps your client does listen during your meeting, but then doesn’t do what you agreed on afterward? How do you address that problem? Too often, the problem stems from the client’s emotional landscape, which creates resistance obstructing the client’s success. This presentation uses recent research from psychology and cognitive neuroscience to help you convey your message effectively through emotionally intelligent communication to help your client both internalize and implement your suggestions successfully.

 

“Engaging Employees Through Creating a Meaningful Workplace”

Brief Description: Your bottom line depends on your employees being as engaged and invested as possible. Research on companies with highly engaged employees shows the importance of creating a sense of a meaningful workplace to do so. This presentation shows the simple and cost-effective sense to creating a meaningful workplace to help maximize your bottom line.

 

“Cultivating Trust and Integrity Through Behavioral Science”

Brief Description: Trust is the vital if invisible glue holding an organization together, and research shows that a lack of trust within an organization profoundly damages employee engagement, retention, and productivity. Trust is based on a foundation of integrity, and much recent behavioral science research highlights how to cultivate a culture of integrity to avoid the disasters resulting from insufficient trust within an organization. This presentation describes the benefits of trust, and suggests a series of easy-to-use, research-based strategies to strengthen integrity within your organization.”

 

“Leadership Success Through Research-Based Emotional Intelligence”

Brief Description: While vital for leadership success, emotional intelligence has become a diluted and fuzzy concept. This presentation focuses on the actual research behind emotional intelligence and science-backed strategies for how leaders can use emotional management, empathy, and emotional contagion to achieve their workplace goals.

 

 

 

Sample Talk Video

 

 

The Secrets to Avoiding Disasters: Decision-Making Science for Organizations

 

Sample Presentation Description

 

 

“The Secrets to Avoiding Disaster for Leaders: A Science-Based Guide to Successful Decision-Making”

 

No one wants to see a disaster in their workplace, yet they happen all the time, from everyday disasters such as a new hire not working out to major crises that may lead to bankruptcy. The large majority of these disasters are preventable, and stem from one or usually a series of poor decisions. In hindsight, we can clearly see which decisions led to disaster: wouldn’t it be wonderful to be able to predict these bad decisions in advance and avoid them? Fortunately, you can learn how to minimize everyday mishaps and major disasters through applying decision-making science.

 

The core activity for current and future leaders at all levels is leveraging their resources, knowledge, reputation, and organizational authority into pursuing their organization’s goals. To do so, leaders need to navigate a strategic environment of uncertainty, ambiguity, and change to coordinate multiple stakeholders with somewhat competing interests and differing personalities and thinking styles. All this involves a host of challenging and difficult decisions that require finely tuned decision-making skills.

 

Yet very few of us reflect on and strive to improve the process by which we reach our decisions – what is known as “meta-decision making.” This is despite the fact that making decisions forms the basis for everything we do in our jobs and in life more broadly, making skills in this arena vital to our success. Even fewer get professional development in improving their decision-making, resulting in a cycle of regrettable decisions and bad outcomes. Fortunately, studies show that training in decision-making, especially ones that integrate both intuitive and analytical thinking into a synergistic whole, can drastically reduce such disastrous decisions by individuals and teams. This presentation draws on research in decision-making and emotional and social intelligence as well as real-world case studies to help optimize the process of decision-making for leaders, teams, and organizations.

 

 

Learning Objectives:

  • Gain awareness of and escape the cycle of regrettable decisions, thus avoiding workplace disasters, big and small
  • Identify a series of problematic thinking and feeling patterns  – what scholars call cognitive biases – that cause us to make regrettable decisions
  • Use recent research in behavioral sciences to deal with cognitive biases in the workplace through easy-to-use strategies for effective decision-making
  • Combine intuitive and analytical thinking to help you make the best possible decisions in an environment of uncertainty
  • Help yourself and your team implement these strategies thoroughly for optimal decision-making processes
  • Exert influence effectively on team decision-making from any role in the team, while helping maintain trust, engagement, and commitment among team members
  • Identify the competing interests of multiple stakeholders, especially in a context of uncertainty and transition, and coordinate them to achieving the organization’s goals

This presentation will thus help you make and implement wise decisions in all areas of your organization, to help you and your team avoid losing money, time, experiencing stress, and hurting your reputation and morale, thus minimizing the possibility of either small mishaps or major disasters.

 

Sample Agenda (for a 90-minute seminar, can be shortened to a TED-style 20 minute talk or expanded to a whole-day seminar as needed):

  • 5 minutes to solicit recent major decisions that those in the room are considering and what challenges they think they might face in the decision-making process
  • 30-minute mini-lecture on the science of decision-making and thinking errors to avoid, with case studies informed by the needs of audience members, including some integration of decisions that those in the audience brought up in the first 5 minutes
  • 10-minute Q&A on the science of decision-making and how it applies to the decisions those in the room are considering
  • 10-minute mini-lecture on the premortem exercise, a research-based strategy that helps address in advance ways that major decisions might go wrong
  • 20-minute group activity where audiences members go through the premortem in groups, with each individual having an opportunity to share about an upcoming major decision and get feedback from group participants about things that might go wrong and how to avoid them
  • 5-minute discussion of what the premortem exercise helped audience members realize about how to address the problems in their upcoming decisions
  • 10-minute Q&A on the whole talk
Key Take-Aways
  • Our emotions are central to decision-making, but they may steer us into disasters in systematic, predictable, and avoidable ways
  • We must learn our own problematic thinking and feeling patterns to avoid disasters through combining intuitive and analytical thinking
  • Team decision-making is most effective for making the best decisions, but needs to use systematic decision-making to prevent disasters

Want to find out more about my speaking/training or hire me? Contact me at gleb (at) intentionalinsights (dot) org!