Rajeev Peshawaria

Rajeev Peshawaria

Wall Street Journal Bestselling Author of Open Source Leadership (McGraw Hill) and Too Many Bosses, Too Few Leaders (Simon & Schuster)

Former Chief Learning Officer of Coca-Cola & Morgan Stanley, CEO of The Iclif Leadership and Governance Centre

Currently the CEO of the ICLIF Leadership & Governance Centre based in Asia, the author of Too Many Bosses, Too Few Leaders (Simon & Schuster; 2011) Wall Street Journal Bestseller Open Source Leadership (McGraw Hill; 2017), and a regular writer for Forbes, Peshawaria has extensive global experience in leadership development with a particular focus on uncovering personal and organizational “Leadership Energy.” He has been Chief Learning Officer of both Coca-Cola and Morgan Stanley, and has formerly held senior positions at American Express and Goldman Sachs. At Goldman, Rajeev helped found Pine Street – the firm’s acclaimed leadership academy – and headed Pine Street for Europe and Asia. He has been widely featured in international media platforms such as Bloomberg TV & radio, National Public Radio (NPR), Harvard Business Review, CNBC, Fast Company, and many more.

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Keynote Lecture Topics

  • Open Source Leadership

    This session describes how the 21st century is totally different from the 20th, then debunks several myths about management and leadership at large corporations. Rajeev challenges: the over-glorified democratic, all-inclusive leadership style; the stretch goal-based management philosophy; and the nine-box succession planning method; and presents bold new ideas to reincarnate leadership and management into a future-proof model. The audience will learn the counterintuitive wisdom behind autocratic vs. democratic leadership, crowdsourcing innovation, and minimizing supervision to maximize employee performance.

  • Millennial Leadership in the Open Source Era

    Unlike their parents, millennials find themselves navigating their careers in unprecedented times: the world’s largest taxi company owns no cars and employs no drivers directly, the world’s largest hotel service owns no properties and employs no housekeeping or room service staff, communication has been Whatsapped, memories Instagrammed, and life itself Facebooked. In the age of 24/7 connectivity of people and things, knowledge is free and abundant, everyone is empowered, and life is totally transparent. Almost everything we knew as normal in both business and social life has changed dramatically in the last 10 years. Rajeev explains how millennials can lead themselves and others effectively in the uber-connected 21st century – the open source era – where speed is everything, and competition more intense than ever before.

  • Personal Leadership Energy

    Leadership is not a position or title—it’s a choice. Rather than competencies, personality assessments, and best practices, this session challenges conventional notions about what it takes to be a powerful leader, asserting that it is deep intrinsic energy that drives the best leaders to keep going in the face of formidable resistance. After explaining the concept of leadership energy through vivid storytelling, this session provides practical guidance on how to uncover one’s own unique sources of long-lasting energy.

  • Brains, Bones, and Nerves

    Just as the human body needs all three systems—the brain, bones, and nerves—functioning in perfect harmony to maximize longevity and performance, a business needs its strategy (brain), architecture (bones), and culture (nerves) functioning in harmony to maximize results. By controlling and shaping the three most important pillars of sustainable business growth, this session shows how senior leadership teams can assess their own effectiveness in leading growth, and use proven tools and frameworks to take corrective action. As an enterprise leader, you should consider these three as your most important focus areas; everything else must be delegated.

  • Women in Leadership

    That a greater representation of women in an organization broadens the range of perspectives in the decision-making process, stimulates critical thinking and creativity, and heightens business results and profitability is no longer breaking news. Though the advancement of women has been a focus of many corporations for over 25 years, women continue to be under-represented within top management ranks, and while the numbers may have crept upward, they are still staggeringly low. This is despite the fact that organizations have long been using a cocktail of initiatives including legislated quotas, work flexibility, better onsite childcare, female advocacy and empowerment groups, and greater support from the top.

    Not discounting the importance of these policies, this session asserts that the answers[AJ1]  lie less in organizational culture and more within the women themselves — their emotional integrity, the courage to accept and acknowledge what one really wants for oneself and why.

  • The Five Denials of the Human Brain

    Principle 1: Respect must be earned, it cannot be commanded

    Principle 2: There are hardly any zero-sum games in life
    Principle 3: Happiness and misery are both creations of one’s own mind
    Principle 4: Forgiveness is not a sign of weakness
    Principle 5: Humility and empathy form the bedrock of powerful leadership

    Even though these five principles are proven keys to success, happiness, and leadership, when faced with situations that most need their application, the human brain goes into denial and we do the exact opposite. This session shows how to avoid the common denial traps. See a video teaser of this talk here: 5 Denials of the Human Brain.

  • Leadership, Happiness, and Success

    Why do some people manage to stay in the game and win despite the toughest of resistance, challenges, and obstacles when most others give up? Why does growth stall at mid-career level for so many people even though they may have earned stellar performance reviews until then? Why do some people manage to achieve their stated career goals and experience real happiness at the same time even while most others do not? And why do some people manage to balance work and life seamlessly even though the demands on them at work and at home are anything but trivial?

    The answers lie not in working longer hours or learning new competencies, but in understanding and applying three concepts:

    1. Leadership Energy, not Competencies
    2. Upward sloping career value curves
    3. Emotional Integrity, not Intelligence

    This session, based on years of research in international markets, will uncover the core of what it takes to not only take charge of your own career, but to thrive in hopeless environments where conventional wisdom would recommend giving up and moving on.

Rajeev Peshawaria travels from Seattle, WA.


Too Many Bosses, Too Few Leaders

Praise for Too Many Bosses, Too Few Leaders

“It is much less a ‘how to’ and much more a ‘why’ exploration of leadership, going deeply into the subject in a manner I have not seen before…. This is a must read book because it is as much about kindling the intellect as it is about igniting the leadership passion in everyone.”

—Raghu Krishnamoorthy, VP of HR, GE Aviation
Open Source Leadership

Praise for Open Source Leadership

The Wall Street Journal Bestseller

“Rajeev Peshawaria’s counterintuitive new book details an ‘open source’ management system geared to today’s unique pressures and opportunities.  Unlike so many leadership books, which traffic in platitudes and obvious insights, Peshawaria provokes readers into seeing a big picture most might have missed. Open Source Leadership will help anyone in any organization trying to surf the tumultuous waves of the 21st century business.”

—Daniel H. Pink, author of Drive and To Sell is Human