Kay Sever helps leaders SEE what they could not see and CHANGE what they could not change

so they can DO what they have NEVER been able to do!

 

With a new perspective, they NEVER GO BACK to their

OLD WAY of THINKING or WORKING TOGETHER…

That’s When Real and Lasting Change Happens!

 

KAY SEVER brings you NEW INSIGHTS ON PROFIT, CULTURE AND CHANGE that PROMPT LEADERS TO TAKE IMMEDIATE ACTION… the GREATEST GIFT that can be given to audiences today!

Kay’s EXPERT TOPICS bring business leaders, executives and management teams new perspectives about how make more money, have happier employees, and accelerate change… and how all of these things can be accomplished by management with the right kind of thinking and actions that connect their people to the profit potential of the organization.    

  • Kay has helped companies identify over $100,000,000 of hidden losses and profit potential over the past 20 years!
  • Kay’s props, stories, case studies and analogies connect with common management challenges.
  • Kay works to create “memory anchors” (i.e., lasting takeaways that can be “recalled” when needed).
  • Kay leads companies through a culture shift to eliminate their losses… FREE MONEY from new insights and actions.
  • Kay completed a 3-YEAR IN-DEPTH STUDY of MANAGEMENT’S BARRIERS TO CHANGE AND OPTIMIZATION and shares her insights and “aha moments” with audiences .
  • Kay created a PROVEN SYSTEM for Reducing Corporate Culture Losses, Changing the Culture and Accelerating Change!

 

TALK TO KAY TODAY  if your company or event is looking for content and an experience that

  • APPLIES TO ALL INDUSTRIES, REGARDLESS OF PRODUCT, SERVICE OR SIZE OF COMPANY!
  • IS FRESH, INNOVATIVE, MEMORABLE AND REALLY DIFFERENT!
  • ATTENDEES CAN IMMEDIATELY INTEGRATE IN THEIR COMPANIES!
  • DRIVES RADICAL, RAPID AND SUSTAINABLE CHANGE!

 

TESTIMONIALS from event planners, clients and audience members:

  • “I am happy because you are teaching my people to think like I do!”   J. Huang, CEO, Chinalco Peru
  • “Kay helped our managers see the world differently and zero in on the best value opportunities…   Kay knows how to change a culture.”  Richard Robison, Senior Vice President, Peabody Energy
  • Kay is one of the most enthusiastic and inspiring speakers I have worked with. She was recently involved in our Mining Procurement & Supply event at the East Coast and I have already confirmed her to join us again at the same event on the West Coast of Australia. Her ability to transfer knowledge whilst managing to captivate an audience… is second to none and I would not hesitate to invite Kay back again or recommend her to any prospective business partners.”
    Teresa Bildstein, Senior Portfolio Manager, Mining IQ, a division of IQPC
  • “Whether hilarious or sobering, your stories deliver an eye-opening look at how organizations prevent employees from delivering their best.” Kim Davis, Event Manager, MINING MEDIA, INC.
  • “Your presentation held up a mirror to executives and opened their eyes to unintended consequences of their best intentions.”
    Mark G. Ellis, President, INDUSTRIAL MINERALS ASSOCIATION OF NORTH AMERICA
  • “You said that the root cause of many corporate problems and low morale is poor management choices. Thanks for sharing these words of wisdom.” William M. Reid, VP Product Development, AMPHEROL FIBER SYSTEMS INTERNATIONAL

 

TOPICS that can be delivered via Live Stream or in-person as keynotes or workshops:

  • How Much is Your Corporate Culture Costing You?

    READ MORE

    Most companies don’t know how much their culture is costing them!  When cultures are weak, they create hidden losses that can run into the millions of dollars, but go undetected because financial systems were NEVER DESIGNED to give them that information. Once your management team knows their culture losses, they can take action that will #StopYourLosses! Raising awareness about what’s missing from your ledger, how to find it, and how to develop a culture that is focused on losses gives your management team a new way to think about the business and their power to maximize earnings. You CANNOT AFFORD to go one more day without the information shared in this keynote or workshop. THIS INFORMATION IS NOT AVAILABLE ANYWHERE ELSE! Group exercises reveal losses and how many of them are linked to management perspectives, words and actions. Kay’s analogies, case studies, props and stories will leave the audience with “memory anchors” that will activate when they return to their work and their cultures. With the new insights they will gain, they will NEVER GO BACK to their old way of thinking! The content in this session can be customized for your audience and can also be delivered as a keynote or workshop with exercises.

    READ LESS

  •  “On Budget But Losing Millions”… A Two-Dimensional Problem with a Three-Dimensional Solution

    READ MORE

    Companies take pride in meeting budget, unaware of significant losses that occurred during the process. These unrecorded losses are caused by the organization/culture (how people think and work with equipment and each other). Actual and budget data give a “two-dimensional view” of performance that includes these losses, so management never sees them! When cultural losses are exposed, engineers and managers have a “three-dimensional view” of organizational potential that can be used to set stretch targets, assess capital/expansions, and shift the culture into “loss reduction mode” (departments work to eliminate their losses and solve/prevent “people problems”), which enables site-wide “full” optimization. The dollars lost because of corporate culture weaknesses are ALWAYS bigger than executives and management teams think they are. For that reason, I include actual case studies that came from my work with clients. All of these losses stem from the culture (how people think and work together, especially the management team): $17,000,000, $4,000,000, $3,000,000, $24,000,000 and an $80,000,000 loss that was avoided because management gained access to data that quantified their hidden capacity before expansion capital was approved. This information IS NOT AVAILABLE anywhere else! The content in this session can be customized for your audience and can also be delivered as a keynote or workshop with exercises.

    READ LESS

  • The Hidden Financial Risk of a Weak Corporate Culture

    READ MORE

    Companies have never had a way to measure the financial impact of their corporate cultures… financial systems are not designed to report that kind of information and alternative methods for calculating the impact is not taught in colleges, universities or executive programs. As a result, executives and management teams follow traditional management models or styles that contain or create hidden financial risk because of the way people think and work together (i.e., the corporate culture). Sometimes millions of additional dollars of profit are lost because management did not know how to recognize or manage their cultural “moments of risk”. The good news is that once executives and management teams understand the links between culture and profit, they gain new perspectives that allow them to manage their moments of risk to minimize losses. When they do this, they can “shift” the culture to a loss reduction focus quickly and stop their culture losses. THIS INFORMATION IS NOT AVAILABLE ANYWHERE ELSE! The content in this session can be customized for your audience and can also be delivered as a keynote or workshop with exercises.

    READ LESS

  • Trust & Credibility – Lost “In A Moment” with the Wrong Choice

    READ MORE

    Organizational Trust is established via management credibility (meeting expectations, keeping promises). Maintaining credibility requires a mindset prepared to make choices that build it coupled with the courage to make them. Because the connection between trust and performance is poorly understood, trust is undervalued by most management teams. It may even be viewed as an “optional” culture characteristic that management can choose or not choose to pursue. The truth is that, without trust, companies cannot achieve their improvement goals, change is slow and becomes a game that everyone plays but nobody wins, important problems go unsolved for years, and management works harder at maintaining their power than empowering their people. Actual business cases illustrate how poor management choices and great management choices 1) build or destroy trust and credibility and 2) make the difference between success and failure with change. Stories and case studies about barriers to change deliver “breakthrough perspectives” about management’s role in change and what is possible to change and achieve. The content in this session can be customized for your audience and can also be delivered as a keynote or workshop with exercises.

    READ LESS

  • Manage Your MOABS (“Mother Of All Barriers” to Change) for Higher Profit and Faster Change

    READ MORE

    We are taught to believe that change takes a long time. After performing a 3-year study of management’s barriers to change and optimization, I discovered something I call a MOAB (Mother of All Barriers to change). If management does not know how to MANAGE THEIR MOABS, they can spend millions of dollars on change initiatives and sacrifice gains in income, culture change and sustainable change without knowing it. Your management team needs to know how to recognize their MOAB moments and learn how to manage them to avoid or mitigate their associated losses. Millions of dollars can be as risk and lost in a moment, not over months or years. YOU CAN’T LEARN ABOUT THIS TOPIC ANYWHERE ELSE! The content in this session can be customized for your audience and can also be delivered as a keynote or workshop with exercises.

    READ LESS

  • We have been Starting in the Wrong Place with Change for 100 Years!

    READ MORE

    Process improvement began in its infancy over 100 years ago in Ford Motor Company with simple measurements to control quality on the assembly line. Since that time, improvement and change have focused heavily on business processes and have become more and more complex. Were you aware that the greatest barriers to success with change initiatives are NOT ADDRESSED by those initiatives, which is one reason that companies more from initiative to initiative seeking the “silver bullet” that will solve the problems they have never been able to solve? For the past 100 years, we have overlooked the management system as a primary source of barriers to change. This session reveals those barriers and connects them to profit, culture, change and management credibility. If these barriers are removed, all bets are off on what you can achieve as a team of people! YOU CAN’T LEARN ABOUT THIS TOPIC ANYWHERE ELSE! The content in this session can be customized for your audience and can also be delivered as a keynote or workshop with exercises.

    READ LESS

  • SPEND A DAY WITH KAY! (Customized session for your group)

    READ MORE

    Kay can customize interactive workshops that complement your conference theme. The time you spend with Kay will reveal barriers that are holding your audiences back from reaching their financial and cultural goals. Areas of focus can include corporate culture weaknesses, hidden losses, silos, management team dysfunction/disunity, slow change, etc. Contact Kay to discuss the possibilities! Can be delivered live stream!

    READ LESS

 

VIDEOS FROM EVENTS

INTERNATIONAL CONFERENCE SESSIONS

LIMA, PERU
International Symposium of
Mine Management
Competitive Advantage Through
Culture Change

PERTH, AUSTRALIA
Mining Procurement and
Supply West Coast
Procurement’s Role in
Optimization

BRISBANE, AUSTRALIA
Mining Procurement and
Supply East Coast
Procurement’s Role in
Optimization

CREATING “MEMORY ANCHORS” THAT REVEAL LOSSES, SHAPE CULTURE AND SUSTAIN CHANGE: PROPS, ANALOGIES, STORIES, CASE STUDIES

Innovative Analogies
That Drive Change

TRUST: The Link Between
Profit and Culture

Building an
Opportunity Culture

Keynote Video
Demo

Story
Examples

Sample Stories and
Memorable Moments

Exposing the Truth
About Change

Million Dollar
Choices

6 Words for
Culture Change

Strife in the
Workplace

The High Cost of
Mixed Messages

Thoughts on Trust, Culture and
Management’s Role in Change

KFNX 1100AM RADIO SHOWS: KEY MESSAGES ABOUT THE UNSPOKEN BARRIERS TO CHANGE

Fear in the
Workplace

Barriers and
Management Credibility

Problems Accepted as
Part of the Process

Execution and
Capturing the Value

Inconsistent Work
Practices

Changing Management’s
Perspective

Mixed
Messages

Truth and Trust
in the Workplace

Root Causes of
Barriers to Change

OPPORTUNITY: The only element with an infinite atomic number and weight. An odorless invisible element defined as a hidden or substandard set of circumstances in business that, when not acted upon, creates invisible losses that reduce profit. These losses can be eliminated by management when linked to beliefs, behaviors and numbers that drive the corporate culture, yielding a desirable green substance found in financial institutions.