Tom Connellan is keynote speaker based in Orlando, Florida. If you're having a meeting at the Orlando Convention Center, one of the great Orlando Hotels, or elsewhere in the state of Florida, Tom is a great keynote speaker to open your meeting.

Motivating People in Uncertain Times – Part One
We live in uncertain times — that’s pretty clear. One day the market is up, the next day it’s down. Some firms are prospering, others hitting the wall. The newspapers aren’t much help.

Motivating People in Uncertain Times – Part Two
Don’t bleed. During the Revolutionary War, British soldiers were called "Redcoats" or "Lobster Backs" because they wore red jackets. One reason for this, apparently, was to hide the blood of soldiers who were wounded.

Motivating People in Uncertain Times – Part Three
Use nonverbal gestures to emphasize your confidence. Body language is a powerful mode of communication. People are affected by body language without being conscious of it.

Motivating People in Uncertain Times – Part Four
Keep your sense of humor. Uncertain times cause tension to build up. One of the best ways to release that tension is by getting people to laugh. This doesn’t mean making light of serious matters, but if something funny happens, you might as well capitalize on it and enjoy a good laugh.

Motivating People in Uncertain Times – Part Five
Set high-low goals. One way to keep people motivated is to set high-low goals. It’s easy enough to do, and surprisingly effective. Simply agree on two goals — a low, "I promise you" goal that you are fairly sure can be attained, and a higher, "I’m going to shoot for" goal that will involve a good deal of effort, and perhaps some luck, to reach.

Motivating People in Uncertain Times – Part Six
Step up reinforcement. In normal times, people’s motivation is naturally reinforced by their jobs — pride in their work, a sense of accomplishment, the satisfaction of contributing to a group effort. Unfortunately, these natural reinforcers diminish during hard economic times, just when they are most needed.

Motivating People in Uncertain Times – Part seven
Notice up-ticks. A lot of managers manage by exception. That is, they watch mostly for down-ticks — deficiencies, errors, and other failures — and pounce on the situation to get it back under control, usually by pounding it into submission.

Motivating People in Uncertain Times – Part Eight
Reduce uncertainty. People can face unpleasant realities or bad news better than the uncertainty of not knowing. Bad news can be announced and then put to rest. Uncertainty, however, sticks around and kills motivation until it’s dispelled — so dispel uncertainty as quickly as you can.

How a Dollar a Day Can Double Sales Productivity
Does it work? Absolutely! And the best part is that you can use the same dollar every day. What’s more, the dollar isn’t even for your sales staff. It’s for you!

Beyond Good: How to Get a GREAT Speaker for your Next Meeting
Picking a keynote speaker is both tough and important. Tough because it's your reputation on the line. Participants remember a great keynoter long after they’ve forgotten all the meals. Naturally, they also remember if the opening keynote was less than they would have hoped.

How Accountability Boosts Performance
Without accountability, nothing gets done. When profits, sales, quality, or customer relations are at stake, someone has to be ultimately accountable. Lack of accountability paves the way to mediocrity.

Keynote Speaker Selection Tool
Trying to decide between several different keynote speakers? It’s not necessarily an easy task. But here’s a checklist that may help you narrow your choices. It won’t – and shouldn’t – make your decision for you.

Great Expectations, Great Results – Part One
Raise your expectations on productivity and watch your team exceed them. If you’re on the lookout for ways to bump productivity, accelerate your lean or Six Sigma efforts, rescue slumping performers or improve teamwork, here’s a place to start: Your expectations.

Great Expectations, Great Results – Part Two
Words. First, you need to select the appropriate words. Here are some examples of how to frame three different performance improvement situations—one where team performance is low, one where it’s improving but not "there" yet, and one where it’s good but can get even better.

Great Expectations, Great Results – Part Three
Non-Verbal Cues. So far, we’ve covered the words you use and your verbal intonations. Now, let’s turn to where the bulk of the meaning lies here. You can say the words. Your tone of voice can match the words.

Great Expectations, Great Results – Part Four
Eyes. Sometimes, the eyes say it all. Maintaining good eye contact is one of the most important non-verbal signals you can send. Doing so says "I’m interested in you and when I say I believe in you, I really do." Making sure that your eyes are open wide is also helpful.

Who Cares, Wins – Part One
When asked why he robbed banks, the notorious Willie Sutton had an accurate and succinct reply: "because that's where the money is." Being in a leadership position requires you to help focus the firm on customer satisfaction for much the same reason. "Because that's where the money is."

Who Cares, Wins – Part Two
Look behind the numbers. One insurance firm we began working with proudly pointed out to us that "93 percent of our customers rate us satisfactory or better." That may sound good but in this case it wasn't.

You Only Get Answers to the Questions You Ask!
Mary was not a happy camper! "This is the second time I’ve been told my printing job would be finished and it’s still not done. Is there some particular reason why these promises never seem to be kept?"