Bruce  Tulgan

Bruce Tulgan


In-Person Fee Range:
$15,001 - $20,000
Traveling from:
Bruce Tulgan – Speaking Reel
Bruce Tulgan – Winning The Talent Wars

Bruce Tulgan


In-Person Fee Range:
$15,001 - $20,000
Traveling from:

Why Book

  • Bruce is a leading expert on the best practices of effective management and the generational mix in the workplace.
  • Bruce provides insight, advice and concrete takeaways to help corporate managers build a culture of strong leadership in their organizations.
  • Bruce combines over 25 years of research with real anecdotes and humor in an engaging presentation


Bruce Tulgan is internationally recognized as a leading expert on the best practices of effective management and on the generational mix in the workplace. 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 including American Express, Aetna, AT&T, Ernst & Young, Deloitte & Touche, GE, IBM, Loews Hotels, ESPN, Mercedes Benz, JP Morgan Chase, Proctor & Gamble, State Farm Insurance, Target, Wal-Mart, the US Armed Forces, and the YMCA.

Management Today has called Bruce a “management guru” for his expertise and delivery. Drawing on decades of experience and research, Bruce makes his lessons come to life with high-impact examples from the front lines of management. He approaches his keynotes and workshops with three goals: to provide new perspective, to teach actionable tools and techniques that participants can put into practice the next day, and to keep audiences engaged and entertained. His conversational tone and direct style with no slideshow consistently receive rave reviews from clients and conference participants.

Bruce presents to managers, supervisors, and people-leaders at all levels, whether in small groups or packed conference halls. He also often presents to non-managerial employees on the best practices of high-substance communication, both up the chain of command and laterally across functions.

Bruce has written numerous best-selling books including It’s Okay to Be the Boss (2007, revised & updated 2014), Not Everyone Gets a Trophy: How to Manage the Millennials (2009, revised updated 2016), The 27 Challenges Managers Face (2014), and Bridging the Soft Skills Gap: How to Teach the Missing Basics to Today’s Young Talent (2015). Bruce lectures at the Yale Graduate School of Management and other academic institutions, and his writing has 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.

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Fight the Undermanagement Epidemic: How to Build A Culture of Strong Leadership

If your managers are like most managers, they are probably stuck in a vicious cycle of under management.

They feel they don’t have enough time to manage, so they try to “empower” employees by leaving them alone. They “check in” and “touch base” and their doors are “always open”… until something goes wrong. Then the manager goes into firefighting mode and everyone scrambles until the fire is out. By then the manager has even less time, so they go right back to being hands-off… until the next fire.

In this program Bruce debunks the myths that keep managers from managing and shares the fundamental leadership communication techniques so often missing from manager relationships. Bruce teaches managers how to provide regular coaching, guidance, support and direction, allowing them to stay ahead of problems and set up their employees to do the best work possible.

Takeaways and Techniques:

  • The costs of undermanagement that lead right to the bottom line
  • How to identify the signs, symptoms, and effects of undermanagement in your organizations
  • Insights into the specific challenges managers face today, and how to tackle them
  • Exactly what employees need from managers in order to succeed, and how to give it to them
  • The powerful techniques of high-structure, high-substance coaching-style leadership
  • It’s Okay to Be the Boss: Learn the Proven Best Practices of Highly-Engaged Management

    Too many managers are hands-off with their direct reports. Either they think there’s no time to manage, or they feel their hands are tied by HR, or they believe they’re just not cut out to be a leader.

    But hands-off managing leads to problems. Managers struggle to hold employees accountable. They avoid interacting with “difficult” employees. They often wait to have important conversations until they are frustrated or angry. And they struggle to retain really great employees.

    Bruce explains how anyone can practice strong, hands-on leadership to make their team more effective, and build relationships of trust and confidence with direct reports. Watch waste, inefficiency, errors, downtime, and conflict decline rapidly as you put Bruce’s action plans into place.

    Takeaways and Techniques:

  • Steps to develop the routine of regular one-to-one meetings with all direct reports
  • Communicating clearly and effectively
  • Coaching and guiding direct reports toward success
  • Making expectations clear and improving accountability
  • Monitoring, measuring, and documenting employee performance, then rewarding those who go the extra mile
  • Managing Remotely: When the Workplace is No Longer a Place

    Businesses have redefined the workplace.  Suddenly, the elements of where we work, how we relate to our bosses and our colleagues, how we relate to our team is all in flux.  The most successful organizations and managers will approach these changes with an intentional and strategic approach.  They will acknowledge the impact of what has been lost – the intangible but critical human factor – and they will address it with the understanding that what matters is first, how we do the kind of work we do and second, when we do it.  Where comes last.

    In this program, blending humor, insight, and concrete best-practices, Bruce draws on decades of research and observation, sharing real stories of helping leaders answer the common and pressing questions about the new remote workplace:

    • What will organizations look like?
    • How will company culture be communicated and lived?
    • How will organizations and their teams handle the basic work of management – staffing, performance management and development?

    Bruce will address how the remote workplace affects:

    • Interdependent, collaborative work
    • The need for high-structure, high-substance communication (and how to do it remotely)
    • Meeting management and email etiquette
    Winning the Talent Wars: Build a Wining Culture of Attraction, High-Performance, and Retention

    The number one issue troubling business leaders today is the increasing difficulty of recruiting, motivating, and retaining the best talent. There are talent shortages at every level, in every industry, and it’s tough to keep people when constant change and uncertainty are the new normal.

    Employers have two options: Enter a bidding war for the best employees, or build the kind of culture that will make the top talent want to come work in their organization and stay longer In a presentation that can be customized for every industry, Bruce lays out the challenges, causes, and costs of today’s talent wars, then reveals the elements of a winning culture and how to get there.

    Takeaways and Techniques:

  • Understanding the challenges, causes, and costs of today’s talent wars
  • Dream job factors that employers can leverage to attract and retain the best employees
  • Developing a hiring process that attracts more of the talent you need
  • Improving onboarding to reduce turnover among new hires
  • Turning every employee in your organization into a knowledge worker
  • The Great Generational Shift: The Workforce is Changing, Are You Ready?

    Baby Boomers are leaving, younger Millennials and Gen Z are flooding in, and older Millennials and Gen X are stuck in the middle. It is not only a generational shift in the demographics—this is also an epic turning point in the norms and values around work.

    With a workforce more generationally diverse than at any other time in history, employers and mangers are facing new challenges and struggling to balance their business needs with an increasingly high-maintenance workforce.

    Bruce helps audiences understand the generations in the workplace today – each at different life stages, with conflicting perspectives, expectations, and needs—so that you can turn age diversity into a strategic advantage.

    Takeaways and Techniques:

  • How the generational numbers are expected to shift in the coming years
  • What changing norms and values mean for employers, managers, and employees
  • Appreciating the attitudes and behaviors of those of other generations
  • Communicating more effectively with those of other generations
  • Evaluating the generational mix of your team and planning for human capital challenges you may face, including talent drain among aging workforce, gaps in bench strength, and knowledge/wisdom transfer.
  • Not Everyone Gets a Trophy: How To Bring Out the Best in Today’s Young Talent

    Many managers say that their new young employees have unrealistic expectations, lack good work habits, don’t want to pay their dues, and are too fragile and demanding.

    But the reality? Millennials and Gen Z employees are not disloyal, lazy slackers. They’re not looking for leaders to humor them or do the work for them. Today’s young talent want managers who take them seriously, set them up for success, and recognize their best efforts. They want leaders who make expectations clear and provide support and guidance when needed.

    Bruce busts the myths and gets to the reality of what Millennials and Gen Z truly want and need in the workplace, so that you have the tools to help your young talent succeed.

    Takeaways and Techniques:

  • Understand the attitudes and behaviors of young employees, beyond the popular stereotypes
  • Attract, select, and retain the best young employees
  • Communicate the right messages during on boarding
  • Help young employees understand the basics of self-management and learn to work smarter, faster and better
  • Teach young employees where they fit in the organization and the basics of the manager-employee relationship
  • Bridging the Soft Skills Gap: How to Teach the Missing Basics to Today’s Young Talent

    The young employees in your organization are coming into the workplace as the most highly-educated generation to date, with impressive technical skills. Yet many struggle with the basics of professionalism. Managers complain that many of their young employees lack good work habits, people skills, and critical thinking.

    The good news is that soft skills can be taught, coached, and developed – just like technical skills. All it takes is the right understanding and commitment from the managers and leaders in your organization.

    Bruce teaches managers how to successfully improve the soft skills of their direct reports using his soft skills competency model paired with the fundamentals of highly-engaged management.

    Takeaways and Techniques:

  • What the soft skills gap is, where it comes from, and its costs for organizations
  • How to not only improve soft skills, but effectively engage young employees in the process
  • Integrating soft skills into every aspect of the human capital management process, from hiring to talent development to retention
  • Approaching soft skills gaps in three categories: professionalism, critical thinking, and followership
  • Applying a coaching-style leadership approach to developing the soft skills of your team
  • It’s Okay to Manage Your Boss: Learn the Proven Best Practices of the Most Successful High-Performing Employees

    The relationship employees have with their immediate manager is the number one factor determining their success.

    So many managers are so busy—or otherwise unwilling to provide strong leadership—that most employees simply do not get what they need from their managers. But employees can do a lot to help themselves.

    Bruce guides employees through the critical skills of managing their relationship with their bosses by highlighting what factors they can and can’t influence and how to work successfully within that framework.

    Takeaways and Techniques:

  • Building a relationship of trust and confidence with your manager
  • Getting the information you need to understand exactly what is expected of you at each step
  • Keeping track of your own performance and reporting it you your manager
  • Establishing regular, structured, one-on-one communication with your manager
  • Customizing your approach to every person who manages you
  • The 27 Challenges Managers Face: Step-By-Step Solutions to (Nearly) All Your Management Problems

    Despite the diversity of people and situations, the same basic challenges around managing people come up over and over again: How do you manage employees who are not good at managing themselves? How do you help an employee get more and better work done? How do you manage an employee who has an attitude problem? How do you retain superstars and lose the low-performers?

    No matter what the specific challenge, when things go wrong in a management relationship the common denominator is almost always unstructured, low-substance, hit-or-miss communication. The most effective solution is applying the fundamentals of highly-engaged management. In this program, Bruce illustrates how the fundamentals can be applied to the most common management challenges in your organization, one challenge at a time.

    Takeaways and Techniques:

  • The most common ways that managers spend their management time and techniques for gaining control of that time
  • The back-to-fundamentals approach of high-structure, high-substance communication
  • Working around resource constraints, logistical hurdles, and rapid change
  • Overcoming the challenges unique to first-time leaders
  • Managing performance issues such as productivity and quality
  • Building New Leaders: Critical Skills for First Time Managers

    One major challenge facing organizations today is the impending leadership gap: as the most experienced managers retire and are replaced by today’s middle-management, there is an increasing demand for new young leaders to step up and fill the ranks.

    Every new leader must go through the challenging process of assuming authority, establishing communication with direct reports, and managing workflow. This is especially daunting for those who are younger and less experienced. And yet new leaders often don’t receive enough structured guidance, direction, and support in taking on leadership responsibilities. Bruce introduces new leaders to the “take charge by learning” approach to standing up as a leader and gaining the tools they need to be a successful manager.

    Takeaways and Techniques:

  • How to take on and carry out supervisory, management, and leadership responsibilities
  • The fundamentals of highly-engaged management
  • How to build relationships of trust with direct reports
  • Continually cultivating and improving management skills
  • Conducting regular, ongoing, one-on-one meetings with direct reports and senior leadership
  • Bruce Tulgan Reviews

    “He was AWESOME! Everyone really liked his presentation and resonated with his message. He brought a different perspective that we hadn’t heard before and people appreciated that he was so high energy. It’s hard, especially right after lunch, but Bruce kept everyone’s attention.”

    — Kaiser

    “Thanks to Bruce, a management revolution has taken place at Joe’s Crab Shack.”

    — Joe’s Crab Shack

    “Your presentation was one of the BEST presentations I’ve seen in my entire Agency career.”

    — Central Intelligence Agency

    “Bravo! You delighted our audience and delivered an outstanding performance, such valuable information with such entertaining style.”

    — American Staffing Association

    “His… is a practical, research-based approach to managing one of an organization’s most important resources—our people. Bruce combines research and best practices to create solutions to management problems that virtually every manager faces. New and experienced managers alike will benefit from [his work.]”

    — RSM, LLP


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