Leadership, corporate culture, transformation, the future of work 


Engagement, motivation, autonomy, collaboration, well-being 


Generation Z, millennials, employer attractiveness


Performance, resilience, anti-fragility, excellence


Creativity, innovation, initiative 


Customer delight, growth


Purpose, optimism, force for good, reinventing capitalism

It was a pleasure to have you address our top leadership team today.
As time passed, the momentum was built.
Attendants liked the simplicity of approach and explanation.

Sanjay S. Singh

Global Chief Human Resources Officer, UPL Ltd

Keynote, Masterclass, Virtual

Isaac Getz’s speeches have steered thousands of managers and dozens of organizations to immediately transform their practices which has, in turn, led to truly engaged employees, delighted customers, dedicated communities and outstanding economic performance. 

Using his direct experience with over 300 organizations around the world, Isaac shares proven cases with his audiences as well as unique, radical approaches that drive higher performance. 

Isaac’s speaking style is highly interactive, optimistic, and even slightly comic, incorporating a mix of puns and tongue-in-cheek humor. 

Keynotes/presentations (20-75 minutes) and masterclasses/board-seminars (90-180 minutes) are tailored to the specific needs, sector and location of the client, including virtual presentations.


Gave in the past hundreds keynotes and masterclasses to the leading corporations (to some on multiple occasions) and other organizations on four continents and in all sectors:


Family business


Associations & conferences



Audit and accounting

Financial services

Post Office



Real Estate


Government & Agencies

Resorts & Hospitality

Civil engineering



Consulting firms



Consumer goods




Local Government





Energy & Oil

Media & Publishing

Examples of topics

Beyond the below topics, I’m offering many others within my areas of expertise, all adapted to the clients’ specific needs.

The secrets of consistently high-performing businesses — in good times and bad

All companies strive to achieve high performance, yet high performance eludes most. My research shows that this isn’t paradoxical—it’s logical. What’s more, I have studied over a hundred companies, which did not set out seeking high performance, yet were consistently achieving it. This does sound paradoxical, but there is more. These private and listed, local and international companies, spanning all sectors and continents, drive high performance regardless—enjoying exceptional performance in both fair weather and throughout storms. I will reveal the secrets of how these companies “square this circle” and will share lessons for you to takeaway and use tomorrow to transform your company into a similarly, exceptionally performing business—whatever the future holds. 

Building a culture of self-motivation, engagement, and performance

“How do you motivate people? You don’t. Man is, by nature, motivated,” wrote the legendary Douglas McGregor. Yet, too often managers assume their employees aren’t competent or willing to do their best. Gallup surveys seem to prove them right: average employee engagement remains low all over the world.

However, some leaders have realized that employees behave as competent and responsible adults—at home. These leaders then resolved to build a workplace in which people’s fundamental psychological needs are met—just like at home—and as a result, their employees have become self-motivated and engaged. This, in turn, has propelled these employees’ and their companies’ performance to the top of their sectors and kept them there throughout both good and bad times. I will illustrates, with personally observed examples, the steps these leaders followed, steps others can draw on to build similar self-motivated and top-performing organizations. 


By 2025, millennials and Generation Z will represent nearly 75% of the workforce. Yet, today, they are much less inclined than their elders to join companies or even to stay there. According to 2023 Deloitte survey, 34% of millennials have turned down job offers from employers that did not match their values. Many among them are freelancers, with 35% stating they would never become employees again.
At the risk of compromising their survival, companies are intensifying their efforts to attract and retain these young talents, from improving working conditions to adopting social missions. However, these strategies show their limits. Investing in high benefits and modern work-spaces offers a temporary and non-differentiating solution. Even pursuing a deep social and environmental mission does not guarantee the adherence of the young, who remain skeptical about the real impact of corporate actions.
In this conference, Isaac will reveal and illustrate the key elements of the approach of companies that have chosen to focus above all on trust and self-direction rather than control and subordination, an approach that aligns with the aspirations of younger generations.

Transformation leadership for highly resilient and high-performing organizations

“If you put fences around people, you get sheep. Give people the room they need,” said the first visionary CEO of 3M, William McKnight. Yet, the rigid structure of many companies constitutes exactly these fences, albeit unknowingly. In such companies, when a new opportunity arises or complications loom, employees are unable to take initiatives, despite the fact that many—being on the ground—have real, viable solutions. 

Transformational leaders—in companies of all sizes, types, sectors, and geography— have decided to eradicate these fences and build organizations that free people, allowing them to act for the best of the company. Through cases I observed, I will draw lessons on how transformational leadership can build an environment that allows employees and their companies to perform exceptionally, whatever challenging the situations they face are. 

Building corporate dynamics for world class innovation and growth

“Innovation is a must win battle,” declared one corporate CEO, and his EVP then implemented a process to manage innovation.  However, the battle is still raging—why?  Processes are primordial when people’s roles can be strictly defined, as in supply chain management. But in innovation people come before processes. As Isaac discovered in his work with some of the world’s most innovative companies, their leaders believe in exactly that; hence, instead of directly managing innovation they build an environment in which everyone can take initiative and run with it. In this session, I will reveal and illustrate the key elements of this approach to innovation before detailing the greatest leaders’ lessons in building an environment for innovation and how they can be applied in organizations of all sizes, types, sectors, and geography.