Carol Kinsey Goman, Ph.D., is an international lecturer who presents keynote addresses and seminars to corporations, management conferences, and major trade associations. Clients include 95 organizations in 21 countries -- corporate giants such as Consolidated Edison, Royal Bank of Canada and PepsiCo, major non-profit organizations such as the American Institute of Banking and the American Society of Training and Development, high-tech firms such as Hewlett-Packard and Texas Instruments, government agencies such as the Office of the Comptroller of the Currency and the Library of Congress, and international firms such as Petroleos de Venezuela, Dairy Farm in Hong Kong, SCA Hygiene in Germany, and Wartsilla Diesel in Finland.

As a change-management consultant, Goman assists organizations to improve productivity and meet business goals in what has become a fundamentally unstable environment. Her expertise lies in knowing how to energize a work force by dispelling anxiety, making uncertainty comprehensible, and helping employees find the creative potential inherent in the constantly changing circumstances that have become the status quo. As an executive coach, she helps leaders become more effective communicators and motivators.

Goman has published over 200 articles in the fields of organizational change, leadership, innovation, communication, the new employer-employee "compact," the multi-generational work force, collaboration, employee engagement, and body language in the workplace.

Goman has been cited as an authority in media such as Industry Week, Investors Business Daily, CNN's Business Unusual, ZDTV's Silicon Spin, and the NBC Nightly News. She has authored ten business books, including This Isn't the Company I Joined: How to Lead in a Business turned Upside Down, The Human Side of High-Tech, and Ghost Story, a business fable about the power of collaboration. Her newest book (published May 2008) is The Nonverbal Advantage: Secrets and Science of Body Language at Work.

Prior to founding Kinsey Consulting Services, Goman was a therapist with a private practice specializing in short-term therapy for behavioral change.

Carol coaches executives, facilitates management retreats, helps change teams develop strategies, and delivers keynote speeches and seminars to association and business audiences around the world.

The Silent Language of Leadership

Business professionals are constantly telling each other exactly what they think and feel - and it often has nothing at all to do with the words they speak. Nonverbal communication - body language - is a more primitive and powerful form of communication than verbal expression. And, when the two are out of sync, people will believe what they see you do and not what they hear you say.

Evidence from psychology, neurobiology, medicine, sociology, criminology, and anthropology has given nonverbal communication new credence in the workplace. The tiniest gesture, like the way people stand or enter a room, speaks volumes about their confidence, self-worth, and credibility. And the way you sit, stand or look at others reveals more about your true intent than you realize.

This lively and informative session shows how to take an innate (but latent) talent and turn it into a powerful leadership skill.

• How nonverbal communication can build or destroy a leader's credibility.
• How to gain the "seven second advantage" and make a lasting first impression.
• How to project confidence and charisma.
• How to use body language to create or break rapport.
• How to optimize the power of touch.
• What your office "says" about you.
• How to interpret the five "Cs" of reading body language (congruence, context, culture, clusters, consistency).
• How to translate nonverbal communication across cultures.

Leading People Through Continuous Change

In a recent survey by the Conference Board, 539 global CEOs were asked to list their top concerns. In Europe and Asia as well as in North America, organizational flexibility and adaptability to change consistently ranked at the top of the list. Only revenue growth was of higher concern.

Rapidly changing technologies make yesterday's choices obsolete. The turbulent economy increases pressure to "do more with less." Companies rely on a shifting stream of alliances - competitors one day and partners the next - and sometimes both at the same time. Corporate reorganizing is becoming an annual affair. Mergers and acquisitions are on the rise. Customers are demanding "better, faster, cheaper" everything. Competition is fierce. The pace of change is accelerating. And employees are increasingly skeptical about committing to business strategies that are constantly being redefined.

Yet this is our reality - and in this world, leadership success belongs to those who can keep a work force resilient, positive, and engaged while dealing with the tsunami of change that is turning our organizations upside down.

• The 5 biggest mistakes leaders make when managing change
• What it takes for an organization (or a team or a department) to go from "surviving change" to "thriving on change"
• The difference between incremental and discontinuous change - and the emotional literacy needed to lead people through both
• How change really gets communicated through an organization

Harnessing the Power of Collaboration

"Knowledge is Power" is an old cliché with some truth, but knowledge shared across the organization is a new realization of something more powerful. Yet within much organization, departments, divisions and offices still do their own thing, gather their own information, and maintain their own organizational silos.

The rapid expansion of the Internet, allowing knowledge to be shared across companies and countries, is technological proof that hoarding knowledge for power is short sighted. Creating trust in the organization and trust in its leaders is an important first step to creating a collaborative culture. This interactive seminar proves that collaboration works - and shows how you can make it work with your staff and your organization.

Shared knowledge is more productive - and collaborative leadership cases this increased productivity to happen more quickly

• The high cost of low collaboration
• Why people don't tell what they know - and how to overcome those barriers
• How to build the 5 levels of trust needed for a collaborative culture
• Breaking down workplace silos
• Virtual collaboration vs. face-to-face