Gallagher Leadership primarily produces leadership keynotes and books. Dan is most often sought out for two specific topics (see below), but he also works in the areas of strategic planning, presentation skills, corporate learning, and trends in leadership development.
Contact Dan about scheduling a keynote.
This program defines a framework for leadership reinvention. To accomplish this shift in thinking leaders are first called to develop a strong foundation of self-awareness. This self-awareness allows the leader to next define reinvention of self, reinvention of others, and reinvention of business.
Reinvent Self teaches leaders how to grow new skills and leverage these on a larger platform on which imaginative ideas become substantive solutions. Reinvent Others teaches leaders how to use inclusion and collaboration as a tool for increasing productivity. Reinvent the Business creates a lens for leaders to look at their organization, projects, and decisions in terms of profits, products and people.
The final aspect of this work includes four key pillars prescribed as critical to successfully using this model: an above-average network and support system, a proficiency in critical and systems thinking, a savvy perspective of the political landscape, and a courageous drive for magis (more for the good of others). These pillars represent “the how” of the model. By growing self-awareness in each of these four areas, leaders gain clear direction on how the model will impact their productivity and their career.
This program introduces leaders to a new term Generosity Quotient® – one’s ability to give. If IQ measures cognitive ability, and EQ measures one’s ability to manage emotions, then Generosity Quotient® captures leadership potential by measuring one’s capacity to “give.” Giving is defined as much more than charity and philanthropy. The program will help leaders rethink their approach to work. They will make the intentional decision to (a) have something to give and (b) be willing to share it.
The leadership concept is then linked to a practical leadership model. This provides leaders a framework for what giving looks like in a work environment. The model factors in giving support, time, opportunity and ideas to produce four classic types of givers: champions, catalysts, coaches and confidants. The model is simple in that it is extremely intuitive, yet it is profound in its ability to discern where one may be strong or lacking at displaying their Generosity Quotient®.
While Dan has worked with everyone from Fortune 100 C-level executives to frontline employees, the audiences most often identified as a fit for these topics include:
- Middle managers not investing in themselves or their people
- Teams stuck in functional silos that are clinging to the status quo
- Leaders unprepared for the pace of change necessary to compete
The Self-Aware Leader provides lessons on how becoming more self-aware within the context of your managerial and leadership practices will benefit you, your career, and your organization. It offers insights regarding those aspects of your management career about which you need to become self-aware, and which characteristics drive desirable leadership outcomes such as achieving success with projects, promotions, and professional satisfaction.
Learn more about the book The Self-Aware Leader and download a copy of Chapter 3.