Topics: International Speakers Bureau, Inc. |
Fee Range: $10,001 to $15,000 (fee note) |
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 Biography: Allen Fahden is an author, corporate trainer, and former stand-up comic and has consulted with countless Fortune 500 companies, as well as celebrity business owners such as Paul McCartney and Bill Murray. He shows companies how to get the right strengths in the right place. Allen has been featured by People Magazine, ABC News, BBC TV, and countless television and radio broadcasts, as well as syndicated and local print media across the U.S. Creator of the Innovate with C.A.R.E Innovation Profile, the Strongsuit Index and the HOT Team Profile, Mr. Fahden has written chapters for best-selling The One Minute Millionaire by Chicken Soup for the Soul co-author, Mark Victor Hansen. Mr. Fahden's profiles have sold over 300,000 copies internationally. His new book, Is Half the World Crazy? has received critical acclaim. Organizations that have adopted Mr. Fahden's book, seminars, and methods include: Coca-Cola, S.C. Johnson, Hewlett-Packard, General Mills, Lockheed-Martin, the Associated Press, Nissan, USWest, 3M, Maytag, DuPont, GE-Capital, Saturn, Cargill, Eastman-Kodak, Glaxo Smith Kline, Blue Cross/Blue Shield, Novartis Pharmaceuticals, Volvo, State Farm, Ceridian, Deloitte Touche, Reckitt Benkiser, Crystal Farms Foods, US Banks, Wells-Fargo Banks, Medtronic, Gannett, Chemical Bank, Bank of Boston, and the US government. The innovation and team techniques featured in Allen's work have resulted from years of developing ways to create new ideas that will sell to both clients and the mass market. His experience in the field includes presiding over his own award-winning advertising agency, as well as serving as Vice President and Creative Director of D'Arcy, Masius, Benton, and Bowles, and as Senior Writer for accounts such as Levi's at Foote, Cone and Belding in San Francisco. Over 30 years working with teams as corporate executive and as a trainer in Edwards Deming's Quality processes, Allen identified an understanding of people's strengths that allows them to triple their performance in the beginning creating, planning and decision stages. By appreciating what a team member can do, and not expecting them to do what they can't, he has freed people to transform their work, relationships and purpose. Allen resides in San Diego, CA, where he divides his time between writing, corporate consulting, and giving keynote speeches. |
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Programs: How to Implement Killer Ideas and Neutralize Idea Killers: Organizations exist to protect the status quo. They naturally kill anything different, such as brilliant new ideas. Your company can successfully run its own system. Why is it so hard to create something new? The problem lies in the basic nature of your workers. 25% of the people will challenge any new idea. 25% will ignore anything new, and hope it goes away. 35% will compete to implement their own ideas instead. Only 15% will push the right new idea to completion Create Profitable Innovation with The World's First Strength-Based Work System: Every kind of worker is necessary to create, select, bulletproof, and implement stellar innovation in your company. Unfortunately, if you do not delegate according to how people work, they will waste their time and your money fighting with each other. The secret is to recognize the different kinds of workers, then bring them in for the right part of the innovation process. If you bring an idea challenger into innovation at the beginning, they will crush it. If you bring the person in at the right time to help perfect the best idea, they can save you millions. Knowing how to use your workers basic work strengths will change your company. For the first time ever, the Strongsuit strength-based work system identifies the right people to go to at the right time for the right results based on their innate strengths. Twelve years ago, Fahden applied his 23 years of running advertising agency creative teams to what gets great ideas implemented despite organizational resistance. He combined the essence of two well-documented sources of human behavior. 1. Diffusion of Innovation behaviors. Are we early adopters or later adopters? Forty-five years of research has proven this scale of human behavior. How people work also depends on whether they primarily operate from either the right or left hemisphere of their brains. Are they innately thinkers or doers? Twenty-five years of research has proven this scale of human thinking. Put together how people think and how people handle change, and discover four extremely accurate (validity .84 to .94) measures of innate human behavior, not personality. (This work style assessment has no correlation with Myers-Briggs, DISC, or Social Styles profiles.) * Creators: Early Adopting + Thinking = Idea people and problem solvers, 35% * Refiners: Late Adopting + Thinking = Idea challengers and rule makers, 25% * Advancers: Early Adopting + Doing = Priority setters and project managers, 15% * Executors: Late Adopting + Doing = System maintainers and detail people, 25% 1. MAP: Identify natural change agents to use. Most CEOs are Creators and need Advancers. Most change agents either volunteer for the job or are appointed by someone. Yet, only 15% of the people can/will effectively choose and promote powerful change in your organization. 2. ACCELERATE: The number one criteria for designing a team are not strengths, talents, skills, or knowledge, but who's available. (J & J short Case + USWest short case) Cut cycle time by 60-80% 3. PROFIT: Triple individual performance. People are either born starters or finishers. Get them the right parts of the work and watch them flourish. |
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