Innovative Business Thinking & Global Behavior Change Expert
Co-Founder & CEO, Karrikins Group
Founder & Group CEO of Karrikins Group, Peter Sheahan is internationally known for his innovative business thinking and thought leadership. With over 120 staff, in 24 cities, across nine countries, Sheahan knows firsthand the challenges of growing a business in the rapidly-changing marketplace.
Peter, and his firm Karrikins Group, has worked with some of the world’s leading brands, including Apple, Goldman Sachs, Microsoft, Hyundai, IBM, Pfizer, Wells Fargo, and Cardinal Health. He is the author of seven books including business best-sellers Flip, Generation Y, Making it Happen, and Matter.
Peter has delivered more than 2,500 presentations to over 500,000 people in 20 different countries. He has been named one of the 25 Most Influential Speakers in the World by the National Speakers Association and is the youngest person ever to be inducted into their industry Hall of Fame.
Maintaining a culture of accountability and high engagement in a COVID-19 world.
The truth is people don’t really know how to work together as effectively virtually, but with the right mindset, team dynamics, and environment, a leader can intentionally curate a culture of accountability, innovation and high engagement even in a remote setting. Culture is a science, not art and there is a blueprint for driving high performance in a work-world defined by social distance norms.
Make the shift from defence to offense and seize the opportunities in disruption.
Leaders must be pragmatic in the face of the real challenges presented by COVID-19, however, at some point, they must choose whether they are going to create their future reality or passively accept their fate. Intentional Optimism is a new way of leading that unleashes the agency and influence we all have over our reality and combines the importance of pragmatism with the power of boldness to position ourselves to make the most of opportunity.
Turning a challenge into opportunity and disruption into a competitive advantage.
Stimulating a culture of growth amidst uncertainty begins with leaders taking ownership of their changed reality and balancing the need for prompt action with the need to maintain the capacity, capability, and engagement required to make the most of the massive opportunities that inevitably emerge from the crisis.