Margaret Heffernan

Entrepreneur, TED Speaker, Business Author & Former CEO

"Margaret delivered a colourful and engaging masterclass to a sold out session here in the IMI. She discussed how deceptively small measures can have a disproportionate impact on building a strong, sustainable organisational culture. Here at the IMI, we look at successful events on the number of fronts and audience participation is key. The Q&A session with Margaret was our best yet." - David Magee, IMI, Nov 2016

 

Dr. Margaret Heffernan produced programmes for the BBC for 13 years. She then moved to the US where she spearheaded multimedia productions for Intuit, The Learning Company and Standard & Poor's. She was Chief Executive of Information Corporation, ZineZone Corporation and then iCast Corporation and was named  as one of the “Top 100 Media Executives” by The Hollywood Reporter as a result.

The author of five books, Margaret’s third book, 'Willful Blindness : Why We Ignore the Obvious at our Peril' was named one of the most important business books of the decade by the Financial Times. In 2015, she was awarded the Transmission Prize for 'A Bigger Prize: Why Competition isn’t Everything and How We Do Better', described as “meticulously researched…engagingly written…universally relevant and hard to fault.”

Her TED talks have been seen by over seven million people and in 2015 TED published 'Beyond Measure: The Big Impact of Small Changes'. She is Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She holds an honorary doctorate from the University of Bath and continues to write for the Financial Times, the New York Observer and the Huffington Post.

What leadership really means

In her talks and workshops Margaret Heffernan helps leaders and managers to build strong team cultures that allow for open and honest communication, innovation, collaboration, optimal employee engagement and employee retention and not least happy employees.

For decades, we’ve assumed that being a leader requires being the smartest guy - or gal - in the room. But the speed and complexity of business today means that no individual can know enough, be up to date enough and smart enough to know as much as is needed for smart choices and good decisions. That’s one reason why we work in groups. But teams have entirely different dynamics: they require skills and talents that have little (if anything) to do with IQ. They develop over time in ways that are counter-intuitive but so simple they’re routinely overlooked or underestimated. So why are some teams so much more effective than others? What does this mean for effective leadership?

 

Wilful BlindnessThe Naked Truth

Beyond MeasureWomen on Top   A Bigger Prize

 

"Margaret delivered a colourful and engaging masterclass to a sold out session here in the IMI. She discussed how deceptively small measures can have a disproportionate impact on building a strong, sustainable organisational culture. Here at the IMI, we look at successful events on the number of fronts and audience participation is key. The Q&A session with Margaret was our best yet." - David Magee, IMI, Nov 2016

"Margaret’s contribution at our annual strategic offsite was outstanding – we could not have wished for a more thought provoking and insightful presentation. We had expected that she would hit some of the topics that we have built our change initiatives around – but little did we expect that our approaches would be this close. Our colleagues who were there also agreed with the majority rating her session as the one of the most valuable of our offsite." - Allianz Global Investors, March 2016

"The feedback for Margaret was fantastic, delegates really got a lot out of what she said, and how she said it! Content was fantastic, I think that Margaret related to the brief really well but crucially brought the fantastic external perspective that we were looking for. When it came to the panel I think that Margaret was a brilliant asset and brought a huge amount to the table." Aisling Lewis, MPD Leader, Procter & Gamble, October 2013

"I was chatting to a couple of chief executives at the end of the conference, and both unprompted commented that yours was the most stimulating session, and the one that got them thinking the most." - Joe Simpson, Principal Strategic Advisor, Local Government Association

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