Profile

Professional summary

Bill Jensen makes it easier to do great work.
He helps companies and teams double their efficiency — by helping each individual be the best version of themselves.

He has spent the past 25 years studying how work gets done. (Much of what he’s found horrifies him.)

He is an internationally-acclaimed thought leader who is known for extremely useful content, and his passion for making it easier for everyone to work smarter, not harder.

His first book, Simplicity, was the Number 5 Leadership/ Management book on Amazon in 2000.

His most recent books — Disrupt! Think Epic, Be Epic and The Courage Within Us — reveal the secrets of success through big, bold ideas and by unleashing your own greatness.

He is CEO of The Jensen Group.

Engagement overview

Three types of engagements...

1. Speaking / workshops:
Travel the globe, From brief keynote to several day engagement

2. Consulting:
Usually minimum of several months... Assess, Plan, Assist in Execution, Coaching... Usually focused on assisting leadership team with some organizational change... Always leveraging my expertise in simplicity

3.Coaching:
Usually online/phone/video conference... Usually for 1-3 months... Usually applied coaching — targeted skill improvements and professional coaching based on a short-term job activity, deliverable, event

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Areas of expertise
Insights

Question: Building a case for promotion to senior management

Above, great advice all! Building on Edith's advice: If you are lucky enough to have a senior team that is truly strategic and vision-driven (instead of managing just quarter to quarter), position your promotion as part of a stepped approach to building towards that greater vision. If however, you are stuck with quarter-to-quarter type leadership, you will most likely have best results positioning... Read more

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Question: Hiring a younger member in Senior Management team

Everybody's advice (including several of my buddies) is awesome. What can I add?

The simple advice I give everyone. Everyone should have two mentors:
One twice their age (timeless wisdom of the ages)
One half their age (timely courage and adventurism of this disruptive age)

Maybe if you considered your new young hire a very wise mentor for those (close to) twice his/her age, your innovations a... Read more

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Question: Small changes managers can make for creating stability in the organization

Wow. Such great insights already! My fastest/simplest assist is I second the advice of Drumm, Neal, Mike, Colette and Alan!

And then I'd like to add a new dimension not yet covered here...
That the future of work is going to look very different than it looks today, and the best thing you can do is begin now.

Here a study my team and I recently finished: The Future of Work: 2015-2020
http://bit.... Read more

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Question: Strategies for stakeholder engagement in a new project

First, may I stand on the shoulders of others?
All responses listed here: Great stuff! Couple quick insights I'd share beyond those already listed...

USE A TROJAN HORSE:
I learned this years ago from the head of leadership development, Bank of America.
1) Help the CXO (whomever is in charge of the change efforts) craft the communication plan that's supposed to
help OTHERS change.
2) Hav... Read more

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Question: Giving feedback to members of a remote team

My six colleagues above have already given you great advice! Going forward with everything above should cover you.
A few nuances and tips building upon what they've already covered.

Ears, two. Mouth, one. Use them in those proportions. Your most crucial role is to listen and learn.

To do that, from what's above plus your own experience, meet each individual with a set of Go To 5 or so questions,... Read more

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