Bio

I am passionate about helping leaders build the necessary adaptive capacity, resilience, and trust in their organizations to navigate the turbulent disruption of crisis and necessary shifts of transformational change. It starts with a systems-based understanding of the organization and its operating environment. From there, I work with leaders to achieve and communicate clarity of purpose, values, and performance through which people derive meaning in what they do and why they do it.

In my speaking, teaching, and writing, I integrate practical experience with insights from research on psychology, neuroscience, organizational behavior, systems thinking, urban planning, environmental science, and more. I write and teach through my work at Harvard as well as in programs at MIT and elsewhere. I speak globally at conferences, facilitate executive retreats and strategic off-sites, and offer training to groups large and small in the public, private, and non-profit sectors.

Widely published author and writer (Strategy & Business, Harvard Business Review, and others). Co-author of the book, : You're It: Crisis, Change, and How to Lead When it Matters Most (Public Affairs, 2019). Author of Your Critical First 10 Days as a Leader (Safari, 2015) and Three Critical Shifts in Thinking for the Evolving Leader (O'Reilly, 2015). Co-author of Renegotiating Health Care: Resolving Conflict to Build Collaboration (Jossey-Bass, 2011). Accomplished educator speaker, and conversation catalyst.

Successful entrepreneur and intrapreneur; social enterprise advocate. Worked with and for major brands such as Bloomingdale's, Coca-Cola, Environmental Defense Fund, Harvard Business School Publishing, Infiniti Motor Corp., International Rescue Committee, SHRM, UPS, Visa, and more.

Specialties: Leadership, crisis leadership, systems thinking, strategy, collaboration, conflict resolution, sustainability, social enterprise, entrepreneurship, and innovation.

Keynote Session Abstract

Leading Up: Turning Your C-Suite from Wildcard to Asset in a Crisis

CEOs and the rest of the senior executive team can be your greatest allies and assets in a crisis--or they can disrupt your response and prompt unforced errors. The difference can be how well you lead "up," deploying influence beyond your authority. You need to know what they will expect from you just as they must understand the support, discretion, and direction you require. In this session, Eric McNulty will draw upon extensive research and experience to help participants understand how to craft productive, trust-based relationships with the executive team that they can draw upon when it matters most.

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