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Brian Gareau Illinois
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Leveraging 31 years of corporate leadership experience at a global Fortune 50 corporation, Brian Gareau specializes in strategic, tactical, and practical solutions to engage and accelerate high performance.

Brian is serving as a Senior Fellow, Human Capital at The Conference Board. In this role, he supports The Conference Board's Human Capital Practice which includes The Conference Board Human Capital Exchange™, research, conferences, webcasts and programs in a broad spectrum of human capital areas.

Brian is the co-inventor of Caterpillar's patent-pending Cultural Assessment Process (CAP) and was actively involved in the redesign of their global Employee Opinion Survey (EOS) process and the launch of their Corporate Values. Brian also helped lead the design and execution of Caterpillar's highly successful global Employee Engagement strategy.

During his career he spent time in Manufacturing, Corporate Public Affairs, Parts & Service Sales, Logistics, and HR. He managed multiple operations and was directly involved in nine new plant start-ups. Brian has provided OE/OD consulting services to nearly 200 locations around the globe.

Brian is the author/co-author of three books: 180 Ways to Build Employee Engagement, A Slice of Life: The Benefits of Personal Engagement and Evan's Big Surprise; and contributing author of The Engaged Workplace: Organizational Strategies. He has been a featured speaker at: The Conference Board, Corporate Leadership Council, Society of Industrial and Organizational Psychology (SIOP), American Productivity & Quality Center (APQC), CUE, Dallas SHRM, CONEXPO, Con-Way Transportation, 3M, Texas A&M University, Snow & Ice Management Association (SIMA), SIGMA, McDonalds Corporation, DuPage SHRM, Kenexa, Crossroads United Methodist Church and Bloomington-Normal HR Council.


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  • The Accidental Boss - Often individuals find themselves in leadership roles without a true understanding of how to succeed. Many are "good doers" misplaced, misinformed or misguided. And they find themselves struggling to balance the many demands of leadership. Now more than ever, these Accidental Bosses must effectively wear multiple hats (managerial, company advocate and employee advocate) to be successful and sustain organizational performance. In this session, attendees will explore tactical and practical reminders on "blind spots," "the signs all around us," and "hazards" to effective leadership and sustainable high performance. As well, they will gain basic techniques that can significantly improve the commitment, effort, and loyalty of your workforce. Remember, people are the only asset an organization has that can appreciate over time ... if we truly appreciate them.

  • The Sustainable Fuel for High Performance - Many businesses today struggle with "people issues" including: the ability to attract and retain the best talent, employee resistance to change, absenteeism, and individual accountability. All these create frustration, waste and lost performance. So, how do you unleash the engagement "sustainable fuel" (commitment, effort, loyalty) of your workforce? Engagement is more than an employee survey score - it must be an integrated element of your people and business strategy. It must be a critical competency that leaders master. And, it must be a priority to improve and sustain high performance.

  • Customer Service - From The Inside Out - Research shows that "poor" Customer Service costs U.S. businesses over $80B annually. Are the behaviors and attitudes impacting these losses actually "reflections" of how leaders and employees are treating each other internally? External customers don't care about an organization's internal issues. But, internal issues can and do have a huge impact on delivering a competitive advantage of excellent external customer experience. Is your business culture safe or dangerous for customers inside and out?

  • Workplace Culture - Asset or Liability? - Competition is tough! Everyone is constantly looking for a "new" market, product or service, process, physical layout, design, delivery model, or technology that will differentiate them from everyone else. And, if they are fortunate enough to find "an edge" - how do they sustain it? According to Harvard Business School, "business culture can have a significant impact on a firm's long-term economic performance." So why do so few companies "master" their business culture's competitive edge?

  • I Wish Someone Would Communicate Around Here! - Ineffective communication costs businesses big bucks - research estimates over $3B annually in the U.S. and U.K. alone. Communication is a simple, but definitely not easy, concept to consistently execute. Inconsistent, mixed messages create inefficiency. New technology increases speed and accessibility but not necessarily understanding. In this presentation, you will gain simple and easy techniques for improving communication in your organization.
180 Ways To Build Employee Engagement A Slice of Life Evan's Big Surprise
180 Ways To Build Employee Engagement: How to Maximize Your Team's Commitment, Effort and Loyalty A Slice of Life: The Benefits of Personal Engagement Evan's Big Surprise

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