Bruce Tulgan is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author, an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.

Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. He has been called "the new Tom Peters" by many who have seen him speak. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a "management guru" and he was named to the 2009 Thinkers 50 rising star list (the Thinkers 50 is the definitive global ranking of the world's top 50 business thinkers). And on August 13, 2009, Bruce was honored to accept Toastmasters International's most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Marcus Buckingham, Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers and Walter Cronkite.

Bruce writes a regular online column for The New York Daily News and his writing appears regularly in human resources, staffing and management journals. His writing has also appeared in dozens of magazines and newspapers, including the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times and USA Today. As well, his work has been the subject of thousands of news stories around the world.

Before founding RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn. He graduated with high honors from Amherst College, received his law degree from the New York University School of Law, and is still a member of the Bar in Massachusetts and New York. Bruce continues his lifelong study of Okinawan Uechi Ryu Karate Do and holds a fourth degree black belt. He lives in New Haven, Connecticut with his wife Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book The Most Famous Man in America: The Biography of Henry Ward Beecher (Doubleday, 2006).

• BACK TO BASICS MANAGEMENT
  It's Okay to Be the Boss™: The Step by Step Guide to Becoming the Manager Your Employees Need - Dozens of best practices to help your leaders, managers, and supervisors get much better at leading, managing and supervising. After this program, participants will be better able to:
  • Build relationships of trust and confidence with employees.
  • Delegate tasks, responsibilities and projects.
  • Keep employees focused and moving in the right direction.
  • Increase productivity, quality, retention of high-performers, and turnover among low-performers.
  • Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees.
  
  
• ADVANCED BACK TO BASICS MANAGEMENT
  It's Okay to Be the Boss™, the Next Steps: Focus on the More Difficult Cases - This is the next step for leaders, managers and supervisors who have already participated in Bruce Tulgan's back-to-basics management program, It's Okay to be the Boss. In this advanced program, the focus is on the application of best practices to difficult management challenges using a case study method. After this program, participants will be better able to deal effectively with more difficult management situations.
  
  
• BACK TO BASICS BOSS MANAGEMENT
  It's Okay to Manage Your Boss™: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work - Dozens of best practices to help employees get much better at managing themselves and being managed. After this program, participants will be better able to:
  • Build relationships of trust and confidence with their managers.
  • Seek appropriate guidance, direction and support from their managers.
  • Take on new tasks, responsibilities and projects.
  • Stay focused at work and moving in the right direction.
  • Increase their individual work productivity and quality.
  • Keep track of their own performance and report regularly to their managers.
  • Reduce waste, inefficiency, errors, down-time, and conflict with other employees.
  • Learn, grow, and go the extra mile in their jobs.
  
  
• LEVERAGING GENERATIONAL DIFFERENCES
  Managing the Generation Mix™: Focus on All Four Generations - Dozens of best practices to help your leaders, managers, supervisors, and non-management staff leverage generational difference in the workplace. After this program, participants will be better able to:
  • Understand where each generation is coming from and where they are going.
  • Communicate effectively with those of other generations.
  • Work effectively with those of other generations.
  • Build cooperative and mutually supportive work relationships with those of other generations.
  • Assess and begin to address the human capital management issues presented by generational diversity in your career, for your team, and for your entire organization.
  
  
• BRINGING OUT THE BEST IN YOUNG TALENT
  Not Everyone Gets a Trophy™: How to Manage Generation Y - Dozens of best practices to help your leaders, managers, and supervisors better recruit, train, engage, develop and retain the best young workers today. After this program, participants will be better able to:
  • Understand the attitudes and behavior of Generation Y employees.
  • Attract and select the best Generation Y employees when recruiting.
  • Get new Generation Y employees on board and up to speed.
  • Help GenYers learn and grow in their jobs.
  • Help GenYers work smarter, faster, and better.
  • Teach GenYers to understand where they fit in the organization, how to better manage themselves, and how to be managed.
  • Teach GenYers to deliver better customer service.
  • Reduce turnover among high performing GenYers and increase voluntary turnover among low-performing GenYers.
  • Prepare the best GenYers to assume management responsibilities.
  
  
• LEADERSHIP DEVELOPMENT
  New Leaders: Developing the Next Generation - Dozens of best practices to help your leaders, managers, and supervisors get much better at developing new leaders among the next generation of employees. After this program, participants will be better able to:
  • Build relationships of trust and confidence the very best among today's young talent.
  • Retain the very best among today's young talent.
  • Cultivate the leadership potential of the very best young talent.
  • Help new young leaders take on and carry out supervisory, management and leadership responsibilities.
  • Help new young leaders learn the basics of supervision, management and leadership.
  • Help new young leaders steadily improve their supervisory, management, and leadership skills.
  
  
• HUMAN CAPITAL MANAGEMENT
  Winning the Talent Wars®: Staffing Strategy, Recruiting, Rewarding, and Retaining - Dozens of best practices to help your leaders, managers, and supervisors get much better at the strategies and tactics of maximizing human capital. After this program, participants will be better prepared to:
  • Develop strategies and tactics to meet staffing challenges.
  • Plan an effective employee recruiting campaign.
  • Improve employee selection practices.
  • Build a cutting-edge employee orientation program.
  • Set priorities for training and development of employees.
  • Strengthen performance management systems.
  • Tie rewards and incentives more closely to performance.
  • Increase the retention of high-performers and turnover of low-performers.
  • Implement a knowledge-transfer process.