KEYNOTE ADDRESS

Tim Sanders Gives the Power to The People
Tim Sanders, Best Selling Author and Business Solutions Expert

“People are the next big thing,” writes Tim Sanders in his first book, a New York Times business best seller.  His point of view is novel: Your members do business with your people – not products or processes.  Your relationships with your talent, partners and customers are the most valuable assets you have.  So treat people as if they are #1.

From people skills to humanizing business, his talks center on the people side of the profit and loss statement.  Too often, we approach business from a technological or financial sense and miss the bigger picture.  Based on hundreds of thousands of pages of research, he offers bottom-line expertise with clear takeaway items for audiences.

GENERAL SESSIONS

Criminal Masterminds: It’s a Living.
Jim Stickley, CTO/Co-Founder, TraceSecurity, La Mesa, CA

Jim Stickley has spent the past 15 years playing the part of a criminal.  He has stolen credit cards, built fake ATM’s and broken into over 1000 financial institutions.  All totaled he has had access to over a billion dollars through his efforts.  Fortunately for the rest of us, Stickley is no criminal.  Stickley is hired by organizations and media outlets to test the security of everything from banks to the average person on the street.  During this session Stickley will demonstrate numerous techniques he has used to gain access to facilities through social engineering as well as how you and your customers can become victims of identity theft.  More importantly, Stickley will give simple tips and tricks on how you can protect yourself, your customers and your organization from becoming another identity theft statistic.

 

This Isn’t the Company I Came to Work For: Leading Change and the Continuously Evolving Blueprint of Your Enterprise
Jeff Rendel, CSP, President, Rising Above Enterprises, Corona, CA

Change is here in many forms – new ventures, restructuring, mergers, acquisitions, culture shifts, career uncertainty, and more.  Whether it’s creative destruction or disruptive innovation, today’s business environment requires an unprecedented degree of inventiveness and agility, the decisive dividing line between change strategy and focused execution.  How does a change initiative deliver its promised value?  Well thought-out management of the operational aspects of corporate change, along with managers and executives overlooking involvement, reinforcement, participation, and communication can make your culture a competitive advantage.

In the end, your people are leaders and will deliver.  Every day, they want to: think and act strategically; own their area of expertise; play a part in decision-making; and, understand the candid reality about their career and business.  In the past, conformity trumped innovation, hardly a breeding ground for great leaders of change.  Aligning corporate change initiatives with your employees’ desires to lead in their own jobs – as well as the needed operational adjustments – increases the success rate of any change.