Is AI Replacing Entry-Level Jobs?

Companies say they can't find qualified employees. Meanwhile, recent college graduates are sending out hundreds of job applications without landing a single interview....what's going on here?I'm taking a deep dive into the data around the job market and the economy from this year (2026) to hopefulIy provide some clarity for people on all sides of this equation. I'll explain the impact of AI, which is certainly a factor, but not the whole story. I'll also make my case for why eliminating entry-level positions might save companies money today while creating a serious talent shortage tomorrow.Chapters:00:00 What Is Going On In The Job Market Right Now? (2026)00:15 Meet Dr. David Burkus01:40 Where Are The Entry-Level Jobs Now?05:12 Is Artificial intelligence To Blame?10:32 If It’s Not All AI, Then Who Is To Blame?13:26 The Case for Entry-Level Talent// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

When an idea doesn't land, most of us assume the explanation was the problem. So we find better words, add another slide, and say it again, slower. It's a reasonable instinct. Simon Bowen has spent thirty years building visual models for leaders, and he'd tell you the idea was never unclear. Nobody could see it.Simon is the person organizations call when the room has no intention of agreeing: two hundred stakeholders, rival military branches, a two-hour clock. His insight is that a team talking only in words is capped by the vocabulary of whoever understands the least. Draw the idea, and people can point to the part they don't get instead of nodding along as if they do.In this conversation we get into why the shape of a model matters before any of the words inside it, why most two-by-two matrices are really lists in disguise, and where Start With Why stops short.I haven't built a keynote without a visual model since Simon and I first sat down together in 2019. The chapters of Best Team Ever I rarely speak on are the ones I still haven't figured out how to draw.// CHAPTERS0:00 Why drawing ends the vocabulary problem1:00 The model behind Best Team Ever2:30 Maps drawn in the dirt5:30 Teaching Ohm's Law with one triangle7:00 Getting 200 people at war to agree8:30 Choose the geometry before the words13:30 When you draw, you draw people in18:30 Why most two-by-twos are just lists23:30 Zooming out to your whole body of work25:45 Where a leader should start31:00 Where Start With Why falls short34:30 The vocabulary of the least informed36:45 Why the simplest language wins38:30 The first question: how could I draw this?// KEY INSIGHTS• Alignment isn't a wording problem, it's a vocabulary problem — and a drawing lets people point at what they can't yet name• Start with the geometry, not the content: the shape decides how the idea behaves before a single word goes in it• A matrix without labeled axes isn't a model, it's a list wearing a costume• Why gets you heard; how gets you chosen — customers and teams buy capability, not just conviction• Test every idea with one question before you build the slide: could I draw this live on a whiteboard?// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world's leading business thinkers, David's forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist who serves on the faculty at Columbia University, Dr. David Burkus is the best-selling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world's top business thought leaders. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS This Morning.David works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David's keynotes aren't just entertaining and enlightening, they're evidence based and immensely practical—offering leaders at all levels a set of actionable takeaways they can implement immediately.// CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

If you feel overwhelmed as a manager, you probably already have the diagnosis. My team just got too big. Too many direct reports. And with companies flattening and widening the spans that are left, that explanation is about to get a lot more popular.It's a reasonable read — team size is the one thing on the org chart you can actually see. It's also not where the data points. Gallup's research on more than 16,000 U.S. managers found that 97% are still carrying individual-contributor work, and that managers who keep that work under 40% of their week stay just as engaged in their own jobs whether they lead four people or twenty-five. Cross that line, and their engagement slides as the team grows.That's the number missing from almost every manager training program, and it's the first one I'd hand any new leader I work with: not how many people you lead, but how much of a second job you're still doing. It also explains why coaching is always what gets cut. Leadership work never expires, and research on the mere urgency effect shows that urgent reliably beats important.Below: why the split matters more than the headcount, what aviation figured out about it, and three changes — one for the minute before a one-on-one, one for your calendar, and one for which half of your own work to cut first.// CHAPTERS0:00 Why you feel overwhelmed as a manager1:14 The player-coach ratio6:01 Take back your one-on-ones7:56 Schedule your feedback9:57 Cut the paperwork// KEY TAKEAWAYS• Measure the ratio, not the headcount — in Gallup's data, managers under 40% individual-contributor work held steady in their own engagement at every team size• Treat dropped coaching as a design problem, not a discipline problem: leadership work loses because nothing about it ever expires• Give feedback a deadline — a standing weekly conversation turns the most postponable part of the job into something that shows up whether or not the deck is done• Close the loop before you switch tasks: one written line about where you stopped keeps unfinished work from following you into a one-on-one• Cut the paperwork before the craft — a boss's technical competence was the strongest single predictor of job satisfaction in Artz, Goodall and Oswald's data// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world's leading business thinkers, David's forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist who serves on the faculty at Columbia University, Dr. David Burkus is the best-selling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world's top business thought leaders. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS This Morning.David works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David's keynotes aren't just entertaining and enlightening, they're evidence based and immensely practical—offering leaders at all levels a set of actionable takeaways they can implement immediately.// CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

In the early 2000s, Great Ormond Street Hospital in London — one of the world's leading centres for children's heart surgery — had a problem that had nothing to do with surgery. It was in the handover that followed, when a child was moved from the operating theatre to intensive care. A human-factors researcher observing those transfers counted an average of about five technical errors and two missing pieces of information per child. Everyone involved was an expert at their own part. The handover between them belonged to no one — the same gap that quietly undermines cross-functional teams in every industry.The fix started on a Sunday, when surgeon Martin Elliott and intensive care consultant Allan Goldman, exhausted after a night of operating, watched a Formula One pit stop on television and recognized their own handover, done far better.Ferrari stepped in — hosting the team at Silverstone and Maranello, and helping the hospital win the grant that restarted the work.What came out of it was a seven-page protocol. A transfer form goes to intensive care thirty minutes before the child arrives. The handover then runs in three phases that never overlap: equipment first, then information delivered without interruption, then a discussion led by the receiving doctor. And it ends with a formal moment when ownership passes from the anaesthetist to the intensivist. Technical errors fell by 42 percent and missing information by about half, with no added time. This video unpacks why that gap existed in the first place, what the protocol actually changed, and three ways to redesign the handoffs on your own team.// CHAPTERS0:00 Great Ormond Street Hospital2:10 The most dangerous ten minutes in the hospital4:08 The trouble with handoffs5:54 The seven page protocol9:05 The project that almost stalled14:30 Making Better Handoffs Happen// LEADERSHIP LESSONS- Every part performed by an expert doesn't add up to a handoff performed well — the seam between teams needs an owner of its own- Watch the small slips, not just the big failures — nobody recovers from an error they never saw- Sequence beats speed: move the assets, then transfer the context, then plan, instead of collapsing all three into one meeting- Good design doesn't make your stars better, it makes the outcome less dependent on them having a good day// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/youtube// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world's leading business thinkers, David's forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist who serves on the faculty at Columbia University, Dr. David Burkus is the best-selling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world's top business thought leaders. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS This Morning.David works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David's keynotes aren't just entertaining and enlightening, they're evidence based and immensely practical—offering leaders at all levels a set of actionable takeaways they can implement immediately.// CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

In 2017, Tesla set out to build a car factory so automated that people would barely be needed. The target was five thousand Model 3s a week. Across the entire third quarter, the line produced 260 cars. It remains the best-documented attempt we have at replacing people with machines at scale, which makes it the right place to start if you're worried about AI replacing jobs.The popular version of this story is a redemption arc. Musk owns the mistake, tears out the machines, puts people back on the line, and production recovers. All of that happened. It's also the least transferable lesson in the story, because the fix only worked for a reason most organizations won't have next time: the skill was still in the building.What I study is where teams actually build judgment, and the answer is almost never the training program. It's the routine, repetitive work — exactly the work that's easiest to automate. A five-page paper from 1983 explained why that's a trap, and Ford recently ran into it with AI, after years of quietly losing veteran engineers to ordinary attrition.This video covers what broke at Tesla, the research that explains it, what Ford faced next, and two questions to ask before you automate anything on your team.// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// CHAPTERS0:00 Everyone's worried about the wrong AI risk2:44 Tesla & The Alien Dreadnought6:57 The Ironies Of Automation11:19 Automate Last17:05 Ford & When The Bill Comes Due// LEADERSHIP LESSONS- Automation doesn't shrink the human role — it concentrates it into the exceptions nobody designed for- The danger of AI isn't losing the job, it's losing the place people learned to do it- Ask what someone learns from a task before asking whether a tool can do it- Treat routine work as tuition, not overhead — it's where pattern recognition gets built- A process can be un-automated in a season; a talent pipeline has to be rebuilt one person at a time- Expertise rarely leaves by decision. It leaves at a normal rate, and no dashboard reports it.If you're rolling out AI on your team, planning around retirements, or wondering where your next experts will come from, this isn't a car story. It's a warning with a checklist attached.Comment below: what routine work taught you the most early in your career?// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

AI might make management more efficient. But efficiency isn’t the same thing as leadership.In this video, I break down four parts of management I would never delegate to AI and why keeping them human matters more as artificial intelligence becomes embedded in the workplace. AI can summarize meetings, organize information, draft emails, analyze data, and take a lot of administrative work off your plate. That’s a good thing. But there are some responsibilities managers shouldn’t automate away.00:00 AI can do many things...but not everything.00:10 Meet Dr. David Burkus01:05 Don’t Let AI Decide “What”02:28 Don’t Let AI Judge Your Team04:44 Don’t Let AI Outsource The Conversation06:11 Don’t Let AI Create Meaning// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/youtube// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

New team collaboration breaks for a reason that looks like something else. You inherited a team, or built one, or a reorg assembled one for you, and on paper it's the kind of group you'd point to in a leadership meeting. Six weeks in, the work is slower than it was when everyone was working alone.I've told myself the same thing you're telling yourself: they just need time. It's a reasonable read, and it's how most of us were taught teams work. It's also the most expensive assumption a leader can make, because time isn't what fixes this — time is just the slowest way to deliver the two things that actually do.Every fast-forming team I've worked with had the same advantage, and it wasn't hours. Their people knew who knew what, and they knew how each other operated. Aviation research from the 1980s stumbled into the first half of this by accident, while studying something else entirely. Research on surgical teams named both halves in the title of the paper.So this is the practical version: why capable teams stall anyway, the two deficits underneath it, and the specific moves that close them in a week instead of six months — the role conversation most leaders think they've already had, the operating manual each person writes for themselves, the shared work that builds more understanding than any dinner will, and the briefing that sets the norms before the first real deadline tests them.// CHAPTERS0:00 Introduction1:07 New Teams Don't Have A Time Problem5:00 The Two Conditions for Click6:16 Get Uncomfortably Specific About Roles7:43 Hand Out Your Manual Of Me9:07 Build Empathy Through The Work11:30 Run The Pre-Flight Briefing// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// LEADERSHIP LESSONS-A new team's problem isn't tenure — it's that nobody yet knows who knows what, or how anyone else operates-Clarity isn't the org chart, it's decision rights: what each person can decide without asking you-Most friction diagnosed as a personality conflict is two people who each believed something was theirs-Empathy on a team isn't friendship — it's knowing enough about how someone works to disagree with them efficiently-Build the relationship through shared work, then reflect on it; the output isn't the point, watching each other think is-Launch the team, not just the project — and write the norms down, because a norm that lives only in a conversation is a memory of a meeting// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

Making mistakes is part of leadership. Knowing how to own them and apologize for them is a leadership skill most people never learn.In this video, I break down nine (yes, nine!) apologies every leader will eventually have to make. From owning a bad decision or broken promise to apologizing for not listening, waiting too long to act, or handling a difficult situation poorly. We’ll also cover the harder apologies: taking responsibility for your team’s mistakes, addressing painful decisions like layoffs and reorganizations, and even apologizing on behalf of an entire organization.More importantly, I’ll show you what makes an effective apology actually work. Research on leadership, psychological safety, trust, and corporate apologies reveals that the best apologies don’t explain away responsibility. They acknowledge what happened, own what needs to be owned, and make clear what changes next.You’re going to get things wrong. The question is whether your response rebuilds trust...or gives people another reason to lose it.// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

The obvious response to AI eating more of the workday is to get more efficient — learn the tools, move faster, automate what you can. Caroline Webb, who's spent twenty-five years coaching leaders using cognitive and behavioral science, argues something closer to the opposite: the tasks AI still can't touch are the ones that actually decide whether you're a good leader, and most of us have never been taught to get better at them on purpose.Specificity over generality, humanity of technicality is what makes her five-step method for how to give feedback so effective. Not "good job." Not "be more proactive." A named observation, a named impact, and an invitation to hear the other side before you coach. It's the difference between feedback people shrug off and feedback people actually use.Deliberate wisdom, intrinsic inspiration, reasoned resilience — the three principles her new book is built around — are really one argument in three parts: as the machines get faster, the leaders who matter most will be the ones who get more deliberately human.Find out more about Caroline at https://carolinewebb.co// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// LEADERSHIP LESSONS-The best leaders aren't getting faster in the AI era — they're getting more human, doubling down on judgment, empathy, and trust.-Team complaining isn't an attitude problem — it's a sign the leader hasn't redirected attention to what's controllable.-Feedback isn't about telling people what to fix. It's about being specific enough that they can act on it.-Motivation isn't built with bonuses — it's built with competence and connection.-Resilience isn't pushing through — it's making the situation feel manageable and meaningful again.// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus

The people who lost their jobs are gone but that doesn’t mean the layoff is over for the people who stayed.Research shows that employees who survive layoffs often experience anxiety, guilt, lower morale, reduced productivity, and a loss of trust in leadership. And trying to rush everyone back to “business as usual” can make things worse. I’ll walk you through how managers can rebuild trust through honest communication and consistency, redistribute workloads without creating burnout, recognize employees who are carrying additional responsibilities, and give the team something meaningful to work toward.If you’re managing a team through layoffs or organizational change, your people don’t expect you to have every answer. But they do need communication, honesty, consistency, and a leader they can count on.Chapters:00:00 There was a layoff. Now what?00:39 Meet Dr. David Burkus00:54 Day One After A Layoff02:05 Be Upfront From The Get-Go03:16 Rebuild Trust Through Consistency04:30 Be Smart About Delegation07:31 Give The Team Something To Work Toward// NEWSLETTERWant to build your best team ever? Join 25,000+ leaders who receive these insights in my free newsletter: https://davidburkus.com/podcast// SPEAKINGLike what you heard? Learn more or find out how to bring me to your company or event: https://davidburkus.com/keynote-speaker/// ABOUT DAVIDOne of the world’s leading business thinkers, David’s forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration.An organizational psychologist and professor at Columbia University, Dr. David Burkus is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Harvard Business Review, The New York Times, CNN, the BBC, NPR, and CBS Mornings.David now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA. David’s keynotes aren’t just entertaining and enlightening—they’re evidence-based and immensely practical, offering leaders at all levels a set of actionable takeaways they can implement immediately.//CONNECTLinkedIn: https://www.linkedin.com/in/davidburkus/Twitter: http://www.twitter.com/davidburkusFacebook: http://www.FB.com/DrDavidBurkusInstagram: https://www.instagram.com/DavidBurkus