Jim Clemmer
Leadership, Organizational Improvement, Teamwork and Personal Effectiveness
Style
Smart, punchy content delivered in a confident, entertaining manner.
Books
Profile
Jim Clemmer knows about leadership. In addition to heading up his own strategic consulting firm, he is the author of five best-selling books. His first publication, The VIP Strategy: Leadership Skills for Exceptional Performance, became one of the first Canadian management books to appear on national best-seller lists. His second book, Firing on All Cylinders: The Service/Quality System for High-Powered Performance, was both a Canadian and an American best-seller, as was his third book, Pathways to Performance: A Guide to Transforming Yourself, Your Team, and Your Organization. In fact, Pathways to Performance was heralded as “a pragmatic guide which will become the leadership handbook of our time.”
His book Growing the Distance: Timeless Principles for Personal, Career, and Family Success touches on equally important and cogent themes. His latest book, Leader’s Digest, distils a series of his executive summaries on timeless principles for team and organizational success.
Clients Comments
“The energy and enthusiasm you brought to your presentation was greatly appreciated and helped contribute to a very successful event overall. Most noticeable for the audience was the professional care and attention to detail that you put into the front end planning for the presentation and the customization of your slide program to reflect our business focus and needs. I am confident that the insights and techniques you have shared will help us on our continued journey to zero injuries and performance excellence in safety, productivity and quality. Thank you." President and Chief Operating Officer, Syncrude Canada
Topics
- LEADING @ THE SPEED OF CHANGE: ALIGNING PEOPLE, PROCESSES, AND PERSONAL EFFECTIVENESS FOR CONTINUOUS SUCCESS
- Anyone can lead when things are smooth. It’s when the going gets tough that our leadership is truly tested — and most needed. How we respond — as Navigators, Survivors, or Victims — determines our personal and organizational effectiveness.
- LEADING A CUSTOMER-CENTERED ORGANIZATION: BUILDING A SERVICE/QUALITY SYSTEM FOR EXCEPTIONAL RESULTS
- Customer satisfaction levels have been steadily dropping across North America and Europe. Most attempts to improve customer service are too superficial or overly reliant on technology. Fifty to seventy percent of these “bolt-on” efforts fail because they don’t “build in” the organizational culture and core processes needed to increase service/quality.
- LEADING A HIGH-PERFORMANCE CULTURE: FOSTERING AN ENERGIZING ENVIRONMENT THAT INSPIRES PEAK PERFORMANCE
- Two decades of research shows that an organization’s culture is the key factor in its performance. Now, more than ever, organizations need the bonding glue of a strong culture to hold everything and everyone together. High performing organizations pull together the intangible leadership issues that define their unique character and rally people around a deeper sense of purpose and core values.
- LEADERSHIP THAT LIVES THE BRAND
- A company’s external brand is ultimately only as strong as the organization’s internal cultural leadership. And customer experience is where brand is built, not in the marketing budget. High performing organizations pull together the intangible leadership issues that define their unique character and rally people around the brand’s promise.
- LEADING A MAGNET ORGANIZATION: ATTRACTING AND RETAINING TOP TALENT FOR STRATEGIC ADVANTAGE
- Demographic projections clearly show that getting and keeping good people will become the defining organizational issue. Intense competition for the best people has just begun. The most successful organizations will be those “magnet organizations” with a strong management reputation or “leadership brand.”
- LEADING HIGH-PERFORMANCE TEAMS: HARNESSING THE POWER OF COLLABORATION AND TEAMWORK
- Despite all the team talk calling a group of people a team doesn't make it one. Most groups are usually just a collection of individuals who meet periodically. Many groups aren’t teams because they lack focus, confuse team building and team development, mistake busy-ness for progress, are undisciplined at setting priorities, have poor processes, or suffer from a victim mentality.