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Timothy Clark    

Founder & CEO of LeaderFactor; Organizational Anthropologist; 21st century Leadership, Adaptability & Innovation Expert

Timothy Clark is founder of LeaderFactor, an international leadership consulting and training organization. He is an organizational anthropologist known for his expertise in 21st century leadership, adaptability, and innovation. Clark has held positions at every level of business, from steel plant manager to CEO, and has garnered a unique understanding of the intersection between business and politics. With a doctorate in political science from Oxford, Clark is not only a scholar but also a practical leader, consulting internationally on organizational change and leadership development.

Clark's reputation as a "blue collar scholar" stems from his ability to translate theory into practice and communicate practical concepts and tools with immediate impact. His expertise extends beyond leadership strategy to authorship, having penned four best-selling books including "Epic Change: How to Lead Change in the Global Age," "Leadership Bones," "The Employee Engagement Mindset," and "Leading with Character and Competence." Clark's writing showcases his understanding of leadership dynamics and the need for change in the global age. With over 125 articles published, his thoughts and insights continue to shape the understanding of leadership, change, and innovation.

Renowned for his views on leadership, organizational transformation, and emotional intelligence, Clark has authored multiple books including "The Leadership Test: Will You Pass?" and "Leading with Character and Competence: Moving Beyond Title, Position, and Authority." Clark's focus on character and competence in leadership, and his emphasis on emotional intelligence as a primary skill for creating psychological safety within organizations, provide a fresh perspective on effective leadership. His concept of micro-coaching and his original research on delegation patterns among leaders further underscore his value as a speaker, guiding individuals and organizations towards greater leverage and effectiveness.

Speech Topics

Culture and Human Capital

The single most difficult element to change in an organization is culture; not surprisingly, it is also the very last to change. In tough times, recreating an organization's culture can be the element that produces greater employee engagement and therefore begins to save the bottom line. Clark calls on his extensive research and his experience at every level of the business world to give a three-dimensional view of the changes that can happen in a business' culture. Culture is the collection of values, attitudes, behaviors, and patterns that characterize organization. It's what most people believe, think, and do most of the time. Taken together, the cultural assets largely determine the performance of the organization. By focusing on the human capital, businesses can tap into the great potential of having a proactive and adaptive culture.

Engaging Employees in Tough Times

Through his research, Dr. Clark has discovered surprising relationships between employees, their organizations, and their engagement level. Turning the traditional approach to engagement on its head, he explains why the mindset and attitudes of the most highly engaged employees are the least dependent on the conditions their employer provides. What does this mean? Why do some people embrace challenge and succeed under adverse conditions while others allow those same conditions to affect their performance? Why are the highly engaged more willing to leave their comfort zones and travel to their outer limits? Why are the highly engaged more independent, aggressive, and self-directed in their learning patterns? Dr. Clark takes audiences through the ground-breaking research and breaks down the connections between mindset, personal patterns, and performance to show that the only sustainable model is when employees own their own engagement.

Leading Epic Change

Many people think change is a function of management, when in fact, it is a function of leadership. This common misconception is one of biggest obstacles to proactive and profit-producing innovation in the marketplace. Instead of reflexively looking to management for direction, organizations that face the challenges of volatility and unpredictability in markets should look to the people who are the most engaged with the organization's mission for leadership. Dr. Tim Clark describes the journey and provides the tools for new leaders to emerge to create meaningful impact in their organizations. He teaches leaders how to pull energy out of a system and summon and redirect institutional will.

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