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 over 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 was a meeting planner for Gleb’s presentation 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, the Executive Vice President of The Columbus Foundation, who was a meeting planner for Gleb’s presentation for The Columbus Foundation 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 Teresa Trost, Executive Director of Community Shares of Mid Ohio, who was an audience member for Gleb’s presentation to The Columbus Foundation on “Avoiding Nonprofit Disasters Through Decision-Making Science” and sent this unsolicited email afterwards

“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.”

 

 

 

Written feedback from Diane Wingerter, Author, Speaker, and Consultant, founder of TradeShow Doctor, who was a meeting planner for Gleb’s presentation 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 was a meeting planner for Gleb’s presentation 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 was a meeting planner for Gleb’s presentation 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.”

 

 

Most Frequently Requested Programs

 

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

 

Brief Description: No leader 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, as studies show. Fortunately, you can learn how to minimize everyday mishaps and major disasters through applying decision-making science. This presentation draws on cutting-edge research in behavioral and cognitive science, combined with real-world business case studies, to help leaders make the most profitable decisions.

 

Learning Objectives

  • 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

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who has or aspires to a leadership role.

 

“Avoiding Disasters 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

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who has a role in hiring or assessment.

 

“Cultivating Socially Intelligent Organizations and Leaders”

 

Brief Description: Most organizations and leaders 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 and leaders avoid these problems, make wise policies, and communicate effectively to internal and external stakeholders to achieve organizational goals.

 

Learning Objectives

  • Assessing how well your organization engages people emotionally
  • Discovering the implications of recent social intelligence research on what actually drives people in your organization
  • Gaining 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
  • Learning how to train people in your organization on integrating social intelligence-based tactics into their everyday workplace interactions

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who works in organizations of at least 25 people and has a role in shaping organizational culture.

 

“Avoiding Disasters in Meeting Planning”

 

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 and practicing a science-based technique for making wise decisions among a number of options with different strengths and weaknesses in an environment of uncertainty.
  • Learning and practicing another 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.

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who is involved in meeting planning activities.

 

“Cultivating Trust in Organizations and Leaders 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 and in its leadership 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.

 

Learning Objectives

  • Developing a thorough understand of the vital role trust plays within organizations
  • Assessing the extent of trust within each audience member’s organization in particular
  • Learning evidence-based techniques drawn from business case studies and behavioral science for cultivating a trust-based culture within an organization
  • Gaining the capacity to integrate evidence-based techniques into each audience member’s organization

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who works in organizations of at least 25 people and has a role in shaping organizational culture.

“Leadership Success Through Emotional Intelligence”

 

Brief Description: Emotional intelligence is vital for leadership success. However, the term “emotional intelligence” has become a buzzword, diluting its actual meaning and scientific basis, and being used as fluff to justify overblown claims. 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.

 

Learning Objectives

  • Differentiating between the reality of research-based evidence on emotional intelligence and overblown claims
  • Gaining insights into how emotional management, empathy, and emotional contagion can achieve workplace goals
  • Developing skills in emotional management, empathy, and emotional contagion, and the ability to teach these skills to others

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who has or aspires to a leadership role.

“Engaging Employees Through Creating a Meaningful Workplace”

 

Brief DescriptionYour bottom line depends on your employees being highly engaged. Research on companies with highly engaged employees shows the importance of creating a sense of a meaningful workplace to do so. This presentation shows simple and cost-effective strategies to create a meaningful workplace that draw on behavioral science research and business case studies to help maximize your bottom line.

 

Learning Objectives

  • Gaining an understanding of why a sense of meaning and purpose is vital to employee engagement
  • Learning research-based strategies used by successful companies to create a sense of meaning and purpose in the workplace
  • Developing a plan to integrate these research-based strategies into your organization

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who works in organizations of at least 25 people and has a role in shaping organizational culture.

 

“Go With Your Gut? Busting Leadership Myths with Behavioral Science”

 

Brief Description: Leaders are often told to go with their guts, stick to their guns, reject negativity, and be confident in their decisions. Unfortunately, research shows that all of these typical pieces of advice – and many more – often lead to disastrous consequences for leaders, since our intuitions steer us wrong in many common leadership contexts. Recent behavioral science research, combined with business case studies, forms the basis for this presentation that busts leadership myths and helps leaders succeed in the uncertain world of tomorrow.

 

Learning Objectives

  • Understanding where and when typical leadership advice is helpful, and where it is not
  • Learning strategies used by effective and successful leaders to recognize leadership contexts where we should not trust our intuitions
  • Developing a plan to integrate these strategies into their personal leadership and their organization’s policies

 

Format and Audience

  • This program is usually delivered in a keynote of 60 minutes with time for audience peer-to-peer interaction and Q&A. It can range from a brief TED-style talk of 20 minutes to a half-day training with extensive exercises on making wise decisions.
  • This program is well-suited for anyone who has or aspires to a leadership role.

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!