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Dan Gregory

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Dan Gregory

My first job out of university was taking complaints for Telstra. I joined the company about a month before Optus joined the market and within 6 months of joining I had been made supervisor - such was the rate of attrition under a barrage from customers who had an alternative for the first time in Australian history.

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Drive Innovation In Banking

How increasing humanity in the financial sector is key

I was recently fortunate enough to be speaking at the Business Banking Innovation awards hosted by Australian Financial Publications and what struck me was how innovative the big four banks, traditionally portrayed as slow moving, actually are.

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There’s no doubt about it, with $32bn expected to be ringing through the tills by Christmas, we sure know how to buy!

Whether it’s gifts for loved ones, treats for the Christmas table, or something special for ourselves – why we buy what we buy is the billion dollar question retailers puzzle over each year.

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The travel industry is like most industries in that it is incredibly inwardly focused in terms of sales, marketing and even in terms of its leadership and cultural development. Which is not to single the industry out for criticism, more to note that it shares a common problem faced by most business leaders.

So what does that look like and more importantly what does it mean?

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It's almost become cliche to observe that the retail sector is in trouble. However, virtually every industry is having to reinvent itself and innovate to stay relevant in a world with changing market dynamics, models of communication and delivery as well as tastes and values.

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We, as leaders, spend an inordinate amount of time instructing our people on how we want them to behave - using codes of conduct and workplace instructions, on what we want them to do - in terms of processes and with training modules and of course, what we want them to achieve - by outlining their KPIs and conducting yearly, biannual or quarterly reviews depending on just how controlling our own personality tends to be.

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Human Resources are in the rather unenviable position of having to know quite a lot about virtually every facet of an organisation's business (even when it's not their personal remit or speciality).

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Be The Change

June 14th 2013

We don't like change. We say we do. We say things like "a change is as good as a holiday", but we don't mean it. Just try putting "change" in a staff member's remuneration package in place of their annual leave and see how far that gets you.

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Dan Gregory helps organisations DRIVE engagement at every level. A captivating speaker and CEO whose business acumen is matched with wit and intellect.

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For years, sales theory has promoted the idea of selling features and associated benefits, of looking for what's unique in your product or service, and using that as a wedge to open up the sale by demonstrating how you can make the prospect's life easier, more productive, or even sexier!

The next step, we were told, was to systematically remove obstacles to the sale and "always be closing". Some sales people managed to do this with humanity and charm, but for the most part, it's an aggressive process based on proving a resistant prospect wrong (That'll get them on side).

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