Terry McKenna
Internationally acclaimed speaker, author and consultant on the topics of human capital optimization and organizational design
Topic Categories:
- For 18-years, Terry has actually been doing the things other speakers only talk about.
- Terry’s ideas and concepts are practical and actionable as opposed to theory and philosophical.
- All of Terry’s presentations include a Ten Point Implementation Plan, Next Steps Roadmap, and Scorecard to measure progress and success.
- Instead of telling audiences what to do, Terry helps his audiences build organizational muscle by heightening organizational awareness, ridding organizations of complacency, and building critical capabilities for the future, with the capacity for continual renewal.
- Terry is unique with a blended experience as a small business entrepreneur, with 17-years of big business, corporate experience and personal development with ExxonMobil.
*Fee ranges are presented as a guideline only. Speaker fees are subject to change without notice. For an exact quote, please contact your Speaker Exchange Agency representative.
Terry McKenna is an internationally acclaimed speaker, author and consultant on the topics of human capital optimization and organizational design: people and systems. Terry’s is the author of: What Great Do, How to Become a High-Performance Organization, Customer Service – The Ultimate Differentiator, and, Hire the Best C-Store Employees – Interviewing Tactics for Hiring Employees Who Can Actually Make You Money. Terry has been featured in The Wall Street Journal and the Harvard Business School corporate training video, Benchmarking Outside the Box.
Terry is principal and co-founder of Employee Performance Strategies, Inc. (EPS) founded in 1997. EPS is the leading authority in helping organizations maximize financial results by maximizing employee job performance. Prior to founding EPS, Terry worked 17-years with ExxonMobil Corporation – U.S. Marketing Division. While at ExxonMobil, Terry led the development and implementation of a national customer service strategy, in addition to leading the achievement of ISO-9002 Quality Certification for customer service for convenience stores for ExxonMobil’s Singapore marketing affiliate.
Change brings both promise and peril. Organizations need to be quicker and more agile, because in a faster-moving, more complex and uncertain world, success has never been more fleeting. Organizations must change before it becomes obvious. The most successful way to change is to create it. But to do so, organizations must be organized to position themselves out in front of the change curve otherwise they will be forced to change on their competitor’s terms, which is competitive suicide. The key to success is to tilt the playing field to your advantage, and you do that by changing the rules of engagement.
The future is unknown, uncertain, and unpredictable. Because it’s all three, organizations need a strategy to map-out their future. Sadly, too many organizations sacrifice their future for the present – then they’re blindsided when the future arrives. Organizations are making their future, for better or worse, by what they do each day: decisions, behaviors, inactions. The future has already happened; the starting point is what is happening now and in the recent past that will have predictable effects in the years to come. The future requires decisions – now. It imposes risk – now. It requires action – now!
Talent and skills shortages make up the #2 risk facing organizations today right after loss of customers. The ability to attract, retain and optimize employee job performance is the key differentiator that separates the great organizations from the pack. Top performers propel organizations on the fast track. You can’t build a winning organization with slackers. Organizations must be ruthless in getting the right people, with the right skills, in the right roles, and the wrong people out of them. Talent is the driver of organizational success. Leveraging that talent demands new ways of thinking about how to transform human capital into financial capital.
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