Want to prepare a speech that will leave a lasting impression on your audience? In this article, you’ll find plenty of examples and tips for writing an effective speech. From organization to delivery, you’ll be well-prepared and confident in your presentation!
6-minute CEO seminar speaker speech
There’s a book called ‘Advertising Genius ○○○’. His name is so famous that if you search his website, you’ll find tons of his advertising works. When you look at them, you wonder if he was born and raised in Korean society. Korean education is usually thought of as stifling and uncreative, but I feel that ○○○’s existence in such an environment is remarkable. His work contains strong messages and social insights, and the way he expresses himself outside of the conventional mold is admirable. If you’re a parent who wants your child to be a creativity boss, you might even find him inspiring. That’s what ○○○ feels like. He’s a mutant born in Korean society, or should I say, a delightful mutation.
The young ad designer, who is only thirty years old, made a name for himself at a relatively young age, working for some of the country’s leading advertising companies and winning many gold medals and awards at world-renowned advertising competitions. Now he is back home, running a research institute and working on public service announcements. His advertisements go beyond mere commercial purposes, leaving a deep impression on people and reminding them of the values of our society. You might think that he comes from a very wealthy family, that he studied abroad early, or that he has a PhD in advertising, and you might even think to yourself, “Yes, he must be from the elite class of society.”
But it turns out he had a pretty tough life in Korea. After graduating from a regional university, he applied to dozens of schools, but none of them wanted him. Even though he graduated at the top of his class in visual design, he couldn’t get a job because of his so-called weak specs, so he finally got his foot in the door as a signwriter in his hometown. It would have been easy to get discouraged by the experience, but he didn’t give up. It’s an amazing story that he moved to the United States, constantly honed his skills, and eventually was recognized on the world stage. That kind of hard work and achievement is more than just a personal success, it’s an example of courage and hope for many.
I once saw this on a humor site. If Napoleon had been born in Korea, he would have been dismissed as a dwarf and turned into a white soldier, which is probably true because Korea is a country that emphasizes appearances. If Edison had been born in Korea, he would have been a radio shop owner, Beethoven would have been a deaf musician in the 254th episode of the Human Theater, Schweitzer would have been the director of a private hospital, and Neil Armstrong would have been an invalid. But when I saw Mr. ○○○, I didn’t find the humor funny. It was a little bitter, and I wondered if this was the reality of Korean society.
But when I thought more about it, I realized that this humor is not just mockery or sarcasm. We should think about why this story is common and why we have to feel bitter behind the laughter. Is it possible that our society values only external things like education, appearance, and signage without looking at true abilities and passions? There must be countless ‘○○○s’ in Korea right now, and I wonder if they are buried around us, unable to show their talents.
In this regard, I would like to pose the question: “What is it that we should really be looking for?” Shouldn’t it be something that truly captures the essence of a person, not their education or appearance? When people are looking for plastic surgery to fill out their resume, and thinking about going to graduate school without even paying off their student loans, we need to think about where our society is headed.
I’d also like to talk about the importance of “discovery” – society needs to have an eye for recognizing treasure and making good use of it. Whether it’s a company or a country, true talent often grows by overcoming their environment, but we need to work together as a society to help them grow. An open mindset and an inclusive way of looking at the world is the starting point.
As a society, we need to move away from a focus on academics and physical appearance and toward recognizing each person’s unique talents and values. Shouldn’t we seek new changes, believing that our choices and perceptions can provide better opportunities for future generations?
Even at this very moment, someone is quietly working their way to become another “○○○.” For their sake, we should strive to make our society a more welcoming and open place, because their passion and creativity will brighten the future for all of us.
CEO Seminar Speaker 6-minute speech
What do we do when our company is on the brink of insolvency? Some of you have been through it, some of you have never been through it, and some of you have never even imagined it. In business, crises come out of nowhere. You are rarely prepared for them, and when they do, every choice you make can make the difference between survival and failure.
A first-time default crisis. Members of the organization can’t help but ask their leaders, “When will the rescue come?”
It’s not just a question they want an answer to; it’s an eager expectation of vision and direction from their leader. What should a leader do at this point?
The first thing a leader does is to reassure them. They start talking optimistically. “It’s nothing. The weather will improve soon. Cheer up.” The younger subordinate complies. Then they wait another 24 hours and ask again, ”When will we be rescued?” After 12 hours, the leader says, “It’ll get better soon,” so you hang on to hope. But after 24 hours, the wind is still the same, so you say, “Hang in there,” and you do.
But there comes a point of human breaking point. Employees face a fear that’s too much to bear. They want to give up, but they want to ask their leaders one last time, because they’re the only ones who can.
This moment is a key test of leadership in crisis. Organizational members want their leaders to do more than just offer hope, they want them to face reality and offer concrete solutions. If a leader simply says, “Hang in there,” the organization will only sink deeper into chaos. Leaders can’t simply rely on optimism. It’s important to accept reality and be willing to carve out a new path within it.
In a moment of crisis, you may not know the answers because you’re just like everyone else, but you can’t stop at being “just like everyone else.” You need to be a steadying influence and an unwavering reference point for your organization. A leader who can stay centered in the midst of a crisis and provide direction with a cool head can save an organization.
When payday rolls around, there’s a sense of urgency. Will we be able to pay our employees? Payday comes and goes, and it’s that time of year again. We live every day with the dilemma: Will we be able to pay our employees next month? And then a crisis hits. When the company’s tomorrow is unclear, leaders don’t know what to do.
In moments of crisis, leaders shouldn’t rely on band-aids that only get them through the moment. If leaders try to deflect the crisis in front of them with optimism, there’s no turning back at the end. If they say, “Let’s go our separate ways,” it’s in the moment that the organization falls apart. My belief is that in a crisis, the sooner you get to the bottom, the better. If you hang around, it’s too late. You have to recover your sanity at the bottom, at the worst possible point.
There’s a very good precedent for this. The Japanese government only dug the crisis that was right in front of them to save the nuclear power plants. Now, there’s another crisis. When it got to the worst crisis, no one believed the Japanese government anymore. It’s a pretty clear example of how we should behave in times of crisis.
As leaders, we must have the courage to see the end of all problems and face reality when a crisis hits. It’s not technology or money that will get you through a crisis, it’s the courage of a true leader, a sober strategy that instills trust in your people, and consistency of action. That’s the kind of leadership you’re here today to learn and build.
I hope this seminar will give you concrete examples of how to deal with crises that you may have only been vaguely aware of, and help you build actionable leadership in your own organizations.
CEO Seminar Instructor 5 Minute Speech
Thank you, everyone, for attending.
It’s a time of turmoil.
We may not be in a time of national turmoil like the IMF, but we have our own crises.
In fact, it’s not an exaggeration to say that there are minefields everywhere.
If we make it through one month, we worry about the next.
You can go through a year like this and end up sick with stress.
Many leaders go through this process and ask themselves every day, “Is this normal? Am I doing the right thing?” Endless questions.
Even large Korean companies like Samsung and Hyundai go through periods of turmoil.
I don’t think we’re immune to that.
In times of crisis, everyone is anxious and panicky.
However, as leaders, we must try to maintain our composure and use mind control to stabilize ourselves.
We all have moments of confusion, but have you thought about how you’ll handle them?
As a leader, you need to be able to project certainty in times of turmoil.
You need to make sure your employees are aware of the crisis and focus your policy agenda like a magnifying glass gathers light.
Clear policies and behavioral guidelines give people a sense of security. Even in the midst of complexity, a leader’s determination to “get this done” will galvanize the team.
You also need to be prepared to discuss and create detailed scenarios in anticipation of pushback from interest groups.
Of course, an open mind is fundamental.
When the big waves come, ride them once.
You shout that you can fight back and that you’re not scared.
The next time, an even bigger wave comes along.
Each one hits me like it’s the last.
Like this is the end, like this is the end of the road, like there’s no alternative.
But I persevere and fight back.
And then I think to myself.
I’m the only one fighting this wave.
I called my staff together and said.
“We’re in serious trouble,” I said, ”some of you know it, some of you don’t.
I don’t know why, but I don’t think we’ve ever had a serious conversation about this with the entire staff in a crisis.
We are, without a doubt, facing the worst of the worst. The problem is that we’ve kept this to myself and a few other employees.
I want you to think of it as a matter of life or death.”
I’ve since completely turned around from being one of those people who says we’ll be fine in a crisis.
The employees were genuinely concerned, and one by one we came up with measures to get through the crisis.
And we bonded together.
We had direct conversations with each and every one of our employees at the time, starting with, “What do you think about this?” And for the first time, they felt like ‘coworkers’ and not just employees. I realized that the time we spent together, the concerns we shared, became a powerful force.
I told myself I would do it, but I wasn’t sure.
The fear that was always in the back of my mind had the power to make me lose what I could have gained.
My self-doubt was breaking me down.
When I shared my fears, my employees were genuine.
They said let’s get through this together.
Their words weren’t just comforting, they led to ‘action’: ideas I hadn’t thought of, support I hadn’t expected. I realized, and they realized, that crises are smaller when shared.
The word “together” helped me get back on my feet.
There was nothing better than the joy of knowing that I had people who shared my heart.
Now I’m not afraid of the month, the year, or the next year.
Because I know I have people who will always be there.
CEO Seminar Instructor 5 Minute Speech
Potato chips, which crunch with every bite, are one of the best-selling snacks in the world.
In the UK, the biggest selling country for potato chips, Brits eat a whopping 165,000 tons of chips a year, which shows that they’ve become more than just a snack, they’ve become a culture.
Potato chips are one of the loudest snacks you can eat in the cinema, so much so that you’re likely to be woken up by your neighbors throughout the movie. But the sound they make has little to do with their steady, yet explosive, popularity with the public.
The crunching sound the chips make as they crumble between your teeth is a guarantee of the snack’s freshness and flavor, and you know how much of a pain it is to eat a soggy potato chip days after opening the package.
Food engineers employed by potato chip companies have long been working on ways to make potato chips not only taste better, but also make a loud sound when they crunch.
Along the way, they’ve learned how important sound can be. For example, experiments have shown that when people eat the same potato chip with a crunching sound versus a non-crunching sound, they rate the flavor significantly differently. The potato chips with the loud sound were perceived as fresher and tastier.
First, to eat a potato chip, you have to open the plastic bag, and as we all know, that’s not easy.
To open the air-filled bag, you have to pinch and squeeze the wrapper, while the snack continues to crunch inside. With all your strength, the plastic sealant opens up with a popping sound and the potato chips come out all at once, giving the consumer a taste of the freshness and crispness of the potato chips.
But did you know that this uphill battle every time you open the package is carefully planned by the manufacturer?
Not only does the air contained inside keep the snack safe and unbroken during the transportation process, but the envelope that only opens after a fierce attack creates a sonic delight before you even get to the snack.
In order to create a crunching sound that would stimulate people’s desire to buy, food engineers reportedly looked at how carrots and apples sound when chewed.
They found that the crunching sound of a carrot or apple comes from cells that are compressed with water: when the carrot hits the teeth, the tiny water droplets in the cells are ejected at speeds of up to 160 kilometers per hour. Based on this, potato chips were also created with air-filled cell structures to create a crunching sound.
After all, the potato chips we eat are 80% air.
We may be shoving potato chips into our mouths, but we may be eating them with our ears.
These studies don’t stop at sound and texture.
It’s not just about flavor, it’s about sight, sound, touch, and the space in which it’s sold. Recently, psychological experiments have been conducted on how potato chip packaging design makes consumers feel.
For example, one study found that red packaging evokes expectations of spiciness, while green packaging evokes feelings of freshness and health. This shows how potato chip companies are going to great lengths to connect with consumers beyond just making delicious potato chips.
Everything has to be perfect to survive in the market, even marketing that catches people off guard, like the nudge concept.
The concept of winning in the short term, like kimchi that has been sitting for a long time, is a very risky idea.
You have to think long and hard about it.
The moment you bite into a potato chip, I hope you feel the passion and creativity of a company that goes beyond just a snack.
CEO Seminar Instructor 6 Minute Speech
Think about leadership.
Many leaders want to be inclusive and in sync with the people below them, but it’s no easy task.
Whether you’re trying to win the hearts and minds of your employees or lead your organization, it’s always a challenge.
There are tons of books and talks on leadership, but at the end of the day, it all comes down to human relationships.
True leadership isn’t born, it’s learned, and in the process, a leader’s authenticity and commitment become their most important assets.
There’s an interesting precedent.
Secretary of Defense Gates, tapped by former President George W. Bush, a Republican, stands in a starkly different position than President Obama based on his political background alone.
So why did President Obama, who emphasized change and unity, put his trust in him?
In his speech, President Obama explained why.
“When I became president, Secretary Gates had been working for 40 years and under seven presidents.
When a reporter asked Secretary Gates, ‘Are you willing to stay on to serve an eighth president,’ Secretary Gates said it was unthinkable.
I watched Secretary Gates from the sidelines in the Oval Office, the drill room, and the war room, where intense debates were followed by decisive decisions.
He is one of the best secretaries of defense in American history.”
President Obama has strongly criticized the policies of previous administrations, particularly the wars in Iraq and Afghanistan.
But he had full confidence in Secretary Gates and chose to work with him, based on the principle that you don’t change your troops in time of war.
This was more than a political compromise; it was a gutsy decision by a leader who put the national interest and the stability of his organization first.
President Obama had nothing but the highest praise for Secretary Gates.
He called him a man he admired, a humble American patriot, and a man of common sense and decency.
And the respect shown by President Obama at the handover ceremony left a lasting impression on many.
After entering the room with Secretary Gates, President Obama stayed by his side until the end of the ceremony.
Between speeches, he made frequent eye contact to show his trust, and immediately after Gates’ speech, he stood up and gave him a standing ovation that lasted for several minutes.
People in the room almost felt as if Secretary Gates was the president and President Obama was the secretary.
The fact that he trusted Secretary Gates, a former Republican loyalist, is another example of President Obama’s leadership.
Unlike politics in Korea, where it is common practice for senior people from the previous administration to be purged when there is a change of government, President Obama has excelled at making talented people his own.
The essence of leadership comes down to people skills and the determination to put the interests of the organization first.
President Obama’s leadership is about more than just exercising authority, it’s about attracting talent and creating an environment where they can perform to the best of their ability.
He had the flexibility to respect the abilities and expertise of others, even if their political views differed from his own.
This ability to consistently respect and recognize talented people is at the core of Obama’s leadership.
He had the ability to take the big picture, make quick judgments, and push through his decisions when necessary.
Obama’s leadership is all about learning how not to lose sight of talent.
We can use these examples to remind ourselves of what true leadership is.
That a leader is not someone who shares power, but someone who instills trust.
CEO Seminar Instructor 5 Minute Speech
Good morning, everyone.
I’m very honored to be here with all of you.
Today I’m going to talk about the topic of arrogance, which is a common problem in successful companies.
Arrogance often seems like a necessary phase of successful companies.
The more extraordinary achievements a company has experienced, the more prone it is to arrogance.
Arrogance appears when you’ve achieved extraordinary success by accident, when David took down Goliath, when you’ve developed a product or service that’s hard for anyone else to copy, and when you’re convinced that you’ve assembled a group of people who are smarter than the rest of the company.
So, why is hubris dangerous?
Because hubris creates the illusion that your success will last forever.
That illusion can stagnate a company and make it insensitive to market changes.
Let’s look at Xerox as an example.
Xerox was an American manufacturer of office copiers that led the market with a revolutionary technology called xerography.
In 1960, Xerox created the first commercially successful dry photocopier.
The process of making copies of photographs onto uncoated plain paper had been known before, but Xerox was the first to actually commercialize it.
The product was more than just a success; it completely reshaped the industry, and the name “Xerox” soon became synonymous with photocopying.
Xerography owes much of its success to a man named Chester Carlton.
Carlton spent 12 years developing the dry copy machine, and the resulting product gave Xerox a monopoly throughout the 1960s.
But that success created an invisible pitfall within the organization.
Xerox’s problems began when it ignored ideas from the outside.
Ideas from outside the company that anticipated the market – small copiers, liquid toner, indirect sales – were all rejected.
The company didn’t even develop internal innovation, relying solely on existing technology.
As a result, Xerox, the undisputed leader in the copier market, was forced to undergo a $600 million restructuring in the early 2000s.
Everyone knew that copiers would evolve into digital printers, but Xerox failed to read the tides of change.
Arrogance isn’t just an attitude problem.
It’s one of the root causes of successful companies sliding into failure.
Arrogant organizations reject outside critical eyes and absolutize their own judgment.
As a result, they fail to adapt to changes in the marketplace and fall behind.
The lesson from the Xerox story is clear.
Successful leaders must be constantly vigilant to prevent hubris from taking hold in their organizations.
Leaders must constantly communicate the dangers of hubris to employees and provide appropriate metrics to prevent it.
They must also ensure that change-oriented culture and systems are ingrained in the organization.
Another example is Apple.
Apple is a company that stands at the pinnacle of success, but during his lifetime, Steve Jobs always instilled the message within the organization that “innovate or be left behind.
This culture has allowed Apple to lead the market by constantly introducing new technologies and designs.
Beware of arrogance, and constantly seeking change and innovation.
That’s the attitude today’s leaders must remember.
Past success is no guarantee of future success.
So we will always have to keep an open mind and embrace new ideas and challenges.
I hope that what I’ve shared with you today will be of some use to you in your own organization.
Thank you for listening.
CEO Seminar Instructor 5 Minute Speech
There is a famous anecdote about Ronald Reagan, the 40th president of the United States.
In 1981, while in office, he was leaving a luncheon with labor leaders at the Hilton Hotel in Washington, D.C., when he was shot and seriously wounded by Hinckley, who was suffering from mental illness.
As an ambulance arrived at the chaotic scene, medics checked his wounds and ran their hands all over his body to staunch the bleeding.
At this point, Reagan turned to the bewildered medics with a smile and said.
“Did you get permission from my wife?”
When his wife later arrived, he defused the situation with humor, saying, “Honey, I forgot to dodge the bullet.”
He even joked with the medical team that was performing the surgery.
“I’m sure you’re all supporting me, and let me assure you that you’re all good Republicans.”
There’s also an anecdote from when he was running for re-election at the age of 73.
His opponent, a Democrat, made his advanced age an issue and asked him a question in a televised debate.
“What do you think about Mr. President’s age?”
Without a moment’s hesitation, Reagan replied.
“I have no intention of making my age an issue in this election.”
His opponent looked puzzled and asked again.
“What do you mean by that?”
Reagan then tactfully replied.
“It means I’m not going to use the fact that you’re so young and inexperienced against you politically.”
There are only two qualities a leader needs.
They are ease and humor.
Do you have both of these?
Reagan’s humor did more than just make people laugh; it instilled a deep sense of trust in the American people during his time in office, and they elected him again.
If you watch conversations between him and those around him, you’ll notice that both the person asking the question and the person answering it are exquisitely humorous.
The power to turn around a heavy situation.
What is it?
It’s humor, that’s what.
A lighthearted conversation that feels like a joke, but is anything but lighthearted, is the most effective way to build trust with the other person.
What’s the biggest problem plaguing modern people today?
Anxiety.
A leader’s ease and humor can go a long way in boosting employee morale and reducing anxiety.
Work is the center of our lives.
Anxiety at work is one of the biggest sources of stress for people.
Why not show your employees that you’re relaxed and humorous today to bring relief to those who may be feeling anxious?
Small changes in your leadership will make a big difference in your organization and in their lives.
CEO Gathering Seminar Speaker 5 Minute Speech
hello.
I’m ○○○, your speaker for today, and I’m honored to be here today with all of you CEOs who are too busy to be here under normal circumstances.
I want to thank you all for taking time out of your busy schedules to be here today. I’m sure your journey to get to where you are today has been an inspiring one, so I’m sure you understand the importance of self-improvement more than anyone else, and I’m excited to share this time, thoughts, and hearts with you.
I don’t know if any of you have read the books “The Dreaming Attic” or “The Secret” – they’re bestsellers, so I’m sure you’ve heard of them. These books have one common message, and it’s also the central theme of the talk I’m going to give you today.
It’s the belief that “if you ask for it, it will come true”.
Today, I’m going to talk about how you can turn this belief into an actionable plan to achieve success.
First, set specific goals.
It’s important to make your goals as big as possible – for example, “I will grow my revenue by at least 15% this year” or “I will become the #1 company in the world in five years.” The bigger the goal, the more achievable it is. And don’t just think about it in your head, write your future diary as if it’s already happened, e.g., “On December 31, 2024, my company has achieved 15% revenue growth. We’re having a party to celebrate, and everyone is happy.”
Second, aspire.
Desire for a goal is the center of energy. The greater the desire, the greater the energy of success is attracted to your goal. This isn’t just an abstract idea; the effects of positive energy can be explained scientifically. When you consistently think positive thoughts, your brain naturally identifies actions to achieve those goals. This process plays an important role in increasing the motivation and execution needed to achieve your goals.
Third, take action.
It’s not enough to just wish for it. It must be accompanied by action. The way to connect your aspirations to action is to break down your goals into small, actionable steps. Small actions, taken one day at a time, can add up to big success. The path you took to get to the position of “CEO” was probably a series of these actions.
When you listen to the stories of successful people, they all have one thing in common: they wanted it badly enough, set specific goals, and took action to get there. But many people doubt these steps and don’t take them. I hope you’ll take a moment to set aside your doubts and plant the seeds of success.
Finally, I want to emphasize the importance of positive affirmations.
Positive affirmations are not just a tool to achieve your goals, they are a powerful force that can transform your life and your organization. It’s like a compass that keeps you on track through the challenges you encounter on your journey to success.
The difference between the moment you walked through the door to listen to today’s talk and the moment you walked out the door afterward will be profound, and I encourage you to take the goals that are on your mind right now and act on them every day.
Thank you from the bottom of my heart for listening.
I am truly rooting for your success. Thank you.
5 minute speech by a 50-something social speaker
The first thing we learn when we are born is the word ‘mommy’.
A mother can’t forget the moment when her child babbles, ‘Mommy, mommy’.
At that moment, the strong sound of ‘mom’ may have been our source of support for the child.
The name “mom” can be a great source of strength in difficult moments.
It’s no exaggeration to say that a woman is reborn as a mother when she raises her children.
Mothers have always been the center of a family and the rock of their lives, not just a role of devotion to their family.
But that doesn’t seem to apply to today’s 50-something moms.
Today’s 50-something mom is both the wife of a baby boomer and the mother of a young white male.
Moms are stepping up to the plate to support their retired husbands and underemployed young adults.
They’ve put their dreams on hold and sacrificed for their families.
They still have a lot to carry.
When our children are young, we help them with their schoolwork, deal with their rebellion during adolescence, and worry about their careers as adults.
Despite our busy bodies and minds, we can’t help but feel a little lost and empty at times.
Maybe it’s a vague sadness for the days when life was hard and we were mothers instead of women.
At some point, you look in the mirror and don’t recognize your own face, which looks so tired.
I’m not scared anymore, but I’m not excited either.
I have no appetite and no motivation.
People around me ask me, “Why do you look so weak?” but I’m not even sure why I’m feeling this way.
I don’t want to do anything, I just want to sleep.
If it was a cold, I’d take some medicine, shake it off, and get up, but I don’t feel like I have any medicine.
Between the ages of 50 and 60, we slip into a world of depression.
You know the path you’ve been on, but you don’t know where you’re going, and so much time has passed.
You’ve lived for your children, you’ve sacrificed for your husband, and now you’re at an age where you realize you have time to spend on “me”.
But the problem is, you don’t really know how to spend that time.
You have to replace old knowledge with new and face feelings you never knew you had.
It’s time to do what you’ve always said, ‘I’ll have to do someday.’
You need to accept your reality as it is.
When you do, you can rediscover a part of yourself you didn’t know you had and find a new direction for your life.
When you feel negative, don’t hide it or suppress it, take a step back and take a deep breath.
It’s okay to say to yourself, ‘I’ve been running too fast.’
The truth is, we often feel guilty about feeling the wrong way.
But these feelings aren’t abnormal, they’re perfectly natural.
Just like you’d go to the doctor when you’re feeling sick, you need to take care of yourself when you’re feeling sick.
It’s also a good time to remind yourself of the things you’re grateful for that you might have forgotten.
My children are still with me, I can still do things with my hands, I have friends I can be with.
As you nurture your gratitude, little by little, you’ll start to see small bits of happiness.
It’s also a good idea to talk to a professional when you need to, just like you’d take cold medicine.
If you have a nasty cold and you don’t go to the doctor, you’re just feeding your illness.
Depression is a cold of the soul.
Don’t be in denial or afraid of it, but treat it with first aid and talk to a professional.
When we fall apart, it’s like our whole family falls apart.
Our role is still big, but we don’t have to carry the weight entirely alone.
I want you to think about the heavy shoulders and be strong.
And now, take some time to think about the things you wanted to do.
Maybe it’s a hobby you’ve let go of, a book you’ve been meaning to read, a trip you’ve been wanting to take.
It’s time to rewrite your life.
Blessings to you at 50, the age of new beginnings, and may many more years of happiness be with you.
CEO seminar speaker 4-minute speech
Hello, everyone.
Today, I’d like to share with you an interesting story.
In 1995, Earl Shorris, an American journalist, interviewed a female prisoner in her early 20s in a New York City jail.
“Why do people think you’re poor?” he asked her, who was serving her eighth year for murder.
“Because I don’t have the mental life that people in the city center have.”
Surprised, Shoris asked again.
“What is a mental life?”
She answered succinctly.
“Things like theater, concerts, museums, lectures, just the humanities.”
That answer was an epiphany for Shoris, who immediately began teaching humanities lectures to homeless and alcoholics in New York City.
Nicknamed “Humanities for the Poor,” the program was a hit, and of the first 17 graduates, two became doctors and one a nurse.
They had reclaimed their lives through the humanities.
Now, let’s talk about Korea.
Apartment prices are skyrocketing in Gangnam, Seoul, and your daughter is talented enough to win a medal in a national English competition.
From a family’s perspective, it seems like enough is enough.
But one night, after a night of drinking, he says through watery eyes at a bar.
“Well, what’s the point of living? I don’t know why I live.
Is it for money, is it for my daughter?”
So, why do we live?
Philosophy is a discipline that begins with the question of the boundary between life and death.
And the humanities are the culmination of our desire to enrich our lives beyond death.
I recommend the humanities to you.
They contain the answers to life.
If you ask me why you should study the humanities, I would say this.
Because I felt a thirst for life.
It’s a thirst for knowledge that remains unsatisfied even after spending every weekend in the new releases and humanities sections of bookstores.
It’s a desire to break out of the routine, a desire to change the topic of conversation from dull company stories and politics to drinks and golf.
I recommend the humanities to executives, too.
Telling business stories to executives is nothing more than rehashing the same words.
Instead, explore literature and history, interpret it, and expand it with your own perspective.
The humanities will help you connect with society and enrich your life.
After all, man cannot live by bread alone.
Thank you for listening.
CEO Seminar Speaker 6-minute speech
Turnover is no longer just a problem for job seekers.
It’s a bigger headache for companies.
The loss of experienced employees you’ve worked hard to train is not only costly to replace, but it also erodes your company’s future competitiveness.
Yet Korea’s talent management programs are rudimentary at best.
Companies can’t expect to continue to grow if they can’t manage turnover, because it’s not just a matter of “not having people,” it’s a matter of demoralizing and overwhelming the remaining employees, which can lead to further departures.
In Korea, there is hardly a dedicated talent retention department that can prevent employees from leaving and increase their job satisfaction.
As many as 40% of companies do not have any programs to prevent employees from leaving, and even those that do have talent management programs are limited to maintaining a mentoring system that provides new employees with seniors to share their concerns about adjusting to the company.
The realization that happy employees are the key to company success is a global trend.
International examples abound.
A good example is the talent retention program run by Ernst & Young, the world’s second largest accounting firm.
The company grew from 61,000 employees in 1990 to 98,000 nine years later in 1999.
The biggest problem was high turnover, with employee turnover exceeding 20% in 1995, and 27% for women.
Research showed that the cost of recruiting and training a new employee was approaching 150% of the individual’s annual salary.
These weren’t just numbers; it was a serious problem that threatened the company’s time, financial resources, and organizational sustainability.
In response, company leaders set out to solve the problem by creating a dedicated talent retention department.
After surveying 17,000 employees about their job satisfaction and reasons for leaving, it was discovered that female employees were more stressed about low promotion opportunities and juggling work and family life.
The company designed flexible work hours for women and launched a variety of training programs to help women manage their careers.
This made employees feel like they were an important asset to the company and strengthened their sense of loyalty to the company.
As a result, the turnover rate of female employees was significantly reduced, and the company saved $21 million in costs.
This case has a lot of implications for companies in Korea.
SMEs are particularly vulnerable to losing key talent to larger companies, so the need for staff dedicated to talent retention is even greater.
Many small business owners overlook the importance of talent management, and in the long run, this can threaten the viability of their company.
Talent is money.
Let’s not forget that hiring and training a new employee can cost up to 150% of an individual’s annual salary.
If you treat your employees like they’re expendable, and they feel that way themselves and are ready to leave at any moment, you’re not going to be a good manager.
The loss of talent will cripple your organization, not only now, but decades from now.
Moreover, retaining talent isn’t just about keeping your company competitive; it’s about building organizational culture and trust.
Key talent symbolizes a company’s capabilities and plays an important role in strengthening its brand image.
So it’s not just about retaining people, it’s about giving them opportunities to grow and challenge themselves at your company.
There is no greater resource to support and drive your company than your people.
If you treat your employees like they’re your own, a job for life isn’t out of the question.
If you consistently share your vision and values with your employees and listen to their input, they will show a true commitment to the company, not just to make money.
Thank you, everyone, for listening.
CEO Conference Speaker 3-minute speech
Good morning, everyone.
It’s my pleasure to welcome you all to the 2024 CEO Conference.
I want to thank each and every one of you for taking time out of your busy schedules to join us.
Today, we’re here to talk about the theme of “Transforming Your Organization”.
The world we live in is changing rapidly. Technology is advancing, markets are in constant flux, and consumer demands are becoming more complex every day. In this context, innovation is perhaps the most important keyword for companies to succeed and survive. But innovation is not a slogan or a distant goal – it starts with taking a fresh look at the problems we face every day and making small changes to create better outcomes.
It is my hope that today will be an opportunity to share some of those insights and realizations.
In a modern world where time is compressed into minutes and seconds, what does it mean to talk about “leisure” in a room full of the busiest CEOs in the world?
I’m sure you’ve all felt it, the frustration and upset when employees often seem to be unfocused or wasting time, and I’m one of those people who’s had to deal with that a lot in my corporate life.
I’ll tell you another funny story about this.
A global IT company introduced a “silent time” program for all employees every day for 30 minutes starting at 10 a.m. Employees could read a book, meditate, or simply collect their thoughts during this time.
After the program was introduced, employees’ job satisfaction increased significantly and the company’s productivity increased. In fact, there was a lot of skepticism at first – “Can sitting in silence get anything done?” – but at the end of the day, what mattered was that this new initiative strengthened trust and focus among employees.
So what about our organizations? What do we need to consider first to introduce innovative ideas?
At the end of the day, innovation isn’t just about systems or policies – it’s about making sure that what you’re doing is meaningful to your employees and that they see the need for it.
So instead of rushing to get results, take the time to understand the “why” behind the change, and make sure your employees are on board.
I’d be delighted if today’s talk gave you a small nudge to connect more deeply with your employees and explore innovative ways of operating.
I look forward to seeing you all succeed and grow. Thank you.
CEO Seminar Speaker Speech
Good afternoon, everyone.
My name is ○○○, and I’m really excited to be here today.
Each of you here is so talented and passionate about what you do. I hope that what I have to share with you today will help you on your journey.
The path of a leader is not an easy one, with countless moments of choice, each of which has a profound impact on the future of the company and its people. But through it all, there are two important values that guide us.
They are people and management philosophy.
They’re the things we all know but don’t always put into practice.
First, I want to talk about people. It’s easy to think that a good manager is simply one who makes a lot of profit. Of course, companies need to make profits, that’s their basic raison d’être. But how you make profits matters. A business that treats people like expendable parts is not sustainable. We need to recognize that employees are not just machine parts, but the heart and soul of a company.
Here we can learn from the wisdom of nature. Like the moderation of a lion, which no longer hunts for prey when it is full, managers must learn to balance greed with moderation. Greed may produce momentary results, but it eventually destroys trust and leads to crises.
More important than making a profit is managing to keep all stakeholders happy in the process. Creating a structure that keeps everyone smiling, from suppliers to employees to customers, is the secret to a long-lasting company.
Now let’s talk about the philosophy of a manager. A philosophy is not just a slogan; it’s an inner compass that guides and directs us in every decision we make. Moving people with money can only take you so far. True leaders motivate and inspire people deep inside.
Heart and character are at the core of my philosophy.
Heart for people and character for management.
I believe that these two things determine the direction of a manager’s life and business.
It is important to create a company where all of us can win together.
I believe that each of you in this room today are already realizing those values in your respective positions, and I look forward to learning more from our conversation.
In closing, I hope that our time together today will have a positive impact on your future.
I sincerely wish you the best of luck and happiness at home and at work.
Thank you for listening.
