Our research has found that most people are relatively effective at getting to 92% of what they want to say in a feedback conversation. But when they get to the Last 8% of what they really want to say–the hardest part of the feedback they want to give–the part of the conversation that has consequences for the other person, they sense the potential emotional impact this feedback might have, and they back off, avoiding giving the feedback that’s needed.

This creates significant challenges for the other person: not only do they not know how or where they stand, which increases their anxiety, but they are also not given a chance to improve. Worse, they feel less psychologically safe and emotionally connected, which diminishes their performance.

The goal of this program is to give your people the insight and tools to manage their emotions to get to the Last 8% of what they want to say in any feedback conversation. The good news is that there is a burgeoning science of how to give and receive feedback that anyone can learn. It starts by becoming a ‘student of human behavior’, understanding the brain under pressure, and learning the concrete skills needed to give feedback in a way where the other person can hear it.

In this powerful program, your people will learn:

• What The Last 8% is and why it provides the biggest opportunity to learn, grow and boost their performance.
• How the brain reacts under pressure and why that is at the heart of why people avoid giving Last 8% feedback.
• Self-awareness: what their habitual way of reacting to receiving feedback is and why that matters as a signal to the other person that they are open to receiving this important feedback.
• How to start a Last 8% feedback conversation: most people do not know where to start, which causes anxiety. Along with trying to be perfect, this stops them from beginning this important conversation.
• What the key components are to building an environment of high psychological safety, and why it matters to innovation.

Your people are facing the biggest challenge of their careers, yet most continue to rely on their IQ and technical skills to manage through it all. It’s not enough.

To survive, your organization needs to be agile in the midst of change and challenge, and see opportunities where others do not. Your team needs to learn how to work effectively with others who are, themselves, under pressure.

In this powerful program, your team members will learn:

• Specific tools learned from working with high performers under pressure in the NFL, NBA, Olympic teams, Navy SEALs, Goldman Sachs, Intel, among others, to be more adaptable, resilient, collaborative and opportunistic
• How to manage their brain so they can think, perform and lead effectively under pressure
• The single most important daily habit that increases focus and decreases burnout
• Strategies to help their teams perform in the face of the pressure they face

This program is based on a 12,000-person study conducted for our New York Times best-selling book, Performing Under Pressure, which is available in 65 countries.

This session can be delivered for sales people and sales teams, focusing on helping them  harness emotional intelligence to deal with pressure, build stronger relationships with their clients, collaborate internally and deal with the setbacks and uncertainty that sales people must overcome to be successful.

You need to move fast, adapt to a changing environment, and deliver performance, yet your team is moving too slow when it comes to making tough decisions and are avoiding the more challenging conversations that drive results.

What is at the heart of high performance is culture. Unfortunately, most leaders misunderstand culture; they believe culture exists across the organization; it doesn’t. It exists primarily on teams. Second, they see culture as something that should be owned by the CEO and CHRO, believing it is their job to build the culture across the organization; it isn’t. Most CEO’s and CHRO’s get so overwhelmed when they think of tackling culture, that they avoid it and allow culture to be built haphazardly, which means that good people leave, and goals are not met.

In this powerful virtual or live keynote, your team will learn the results from our study of 7,500 leaders that puts your managers and people leaders at the center of building your culture. Your people will learn specific tools to own the culture on their team in the critical moments, the Last 8%, that creates culture. The Last 8% are those tougher conversations and decisions that many people struggle with and avoid. When leaders feel agency and have skills to lean into the difficult, they build a high-performance culture that becomes a powerful force in your organization.

In this powerful program, your team will learn:

• What the two pillars of a high performing culture are: High Connection (psychological safety) and High Courage (ability to do hard things skillfully)
• How to build the culture on their team with our proprietary approach of Model & Own
• Specific tools to connect and coach their people to be their best in Last 8% Situations
• How to influence & engage others who are at a distance and create the conditions to keep the best and brightest

Why do leaders become more risk averse when the world feels uncertain? Biology. Above all else, we’re wired for self-preservation. But in today’s environment, risk aversion is the opposite of what’s needed to operate at the speed required to adapt and win.

Speed is now the currency of success, in every industry, every function: product development, supply chain, technology, sales, marketing, digital transformation.

Organizations today don’t need economies of scale, they need economies of speed.

The organizations leveraging Gen AI most effectively, for instance, are those that have built the conditions for people to take smart risks. When even one person on your team avoids a risk they know they should take, they slow the organization, undermining your ability to adapt to uncertainty and change.

Our proprietary study of 34,000 people (to be published in Harvard Business Review in 2025) found a measurable gap between the risks people feel in their gut they should take and the risks they actually take: 7.56%. Rounded up, we call this The Last 8%.

That gap shows up when:

• People don’t have the full conversation they need to have
• They delay the hardest decisions
• They avoid experiments that would help them or the team

In this program, your team will learn:

• Concrete tools to manage their brain so they can lead effectively under pressure
• How to design the environment that gets more of the team taking the right risks—fueling innovation and performance
• The two biggest cultural barriers to speed (based on a study of 72,000 people) and why 67% of teams aren’t currently built for the level of risk today demands
• What the top 33% of teams do differently that allows them to move fast without losing control
• The single shared habit of elite performers—from Olympic athletes and Navy SEALs to Fortune 500 leaders—that lets them thrive in uncertainty