Yoshinori Ohsumi
2016 Nobel Laureate in Physiology or Medicine | Discoverer of Autophagy Mechanisms | Honorary Professor, Institute of Science Tokyo
Emotional Intelligence, Performance & Leadership Expert | Partner at the Institute for Health and Human Potential | Contributor to NYT Bestseller Performing Under Pressure
Bill Benjamin makes the brain science of emotional intelligence practical for analytical audiences, from surgeons and NASA engineers to U.S. Marines. A partner at the Institute for Health and Human Potential with degrees in mathematics and computer science, he is an expert in performing under pressure and building high-performance cultures. On stage, he gives leaders science-backed tools to master tough conversations and perform when the stakes are highest.
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Leadership speaker Bill Benjamin is an expert in emotional intelligence, performance under pressure, and leadership, with a rare ability to make brain science practical for the most analytical audiences. Holding advanced degrees in mathematics and computer science and drawing on 25 years as a senior business leader, he brings an unusually evidence-based, no-nonsense perspective to a topic many leaders still dismiss as soft.
Bill is a partner at the Institute for Health and Human Potential (IHHP), an international research and culture-change firm recognized among the fastest-growing companies in PROFIT Magazine’s Fast 100. There he helps organizations build what IHHP calls a Last 8% Culture: high-performing teams that are both high in care and high in accountability. The approach rests on two pillars, High Connection, which creates psychological safety, and High Courage, the ability to handle difficult moments skillfully.
What makes Bill compelling is that he teaches from experience. He openly shares the leadership struggles he faced early in his career, especially under pressure, and the emotional intelligence tools that turned things around. A contributor to the New York Times bestseller Performing Under Pressure, he draws on IHHP’s research, including a 12,000-person study, to explain how the brain reacts under stress and how anyone can learn to stay calm, focused, and effective when it matters most.
His blend of hard science and practical, relatable delivery has made him a favorite with demanding audiences who don’t suffer vague ideas, including surgeons, NASA engineers, and U.S. Marines, as well as leadership teams at organizations like Goldman Sachs, Intel, Microsoft, and the Mayo Clinic. Energetic and often funny, Bill leaves audiences with tools they can use immediately.
As a speaker, Bill Benjamin shows leaders and teams how to master the moments that matter most: the tough conversations, the high-stakes decisions, and the pressure-filled situations where most people hesitate. He gives audiences concrete, science-backed strategies to manage their emotions, build courageous and connected cultures, and perform at their best when the stakes are highest.
Culture isn't set at the top; it's built team by team, in the tough moments most leaders avoid. Drawing on a study of thousands of leaders, Bill shows managers how to take ownership of their team's culture in those high-stakes moments, the Last 8%, by combining High Connection, which builds psychological safety, with High Courage, the ability to handle hard situations well. Audiences leave with practical tools to coach their people, lead difficult conversations, and create teams that attract and keep top talent.
Technical skill and IQ are no longer enough when everyone is working under intense pressure. Using insights from a 12,000-person study and IHHP's work with elite performers, from the NFL and Navy SEALs to Goldman Sachs and Intel, Bill explains how the brain reacts to stress and how to take back control. Audiences learn techniques to think clearly, build resilience, collaborate under fire, and the single daily habit that improves focus and reduces burnout.
Most people handle 92% of a feedback conversation just fine, then hesitate at the hardest, most consequential part. Bill shows why the brain pushes us to avoid that final 8% and how to push through it. Participants learn to manage their emotions, build self-awareness, and start difficult conversations with confidence, delivering feedback that others can actually hear and act on, all while strengthening psychological safety.
Replacing an employee can cost up to twice their salary, and many who leave say their manager simply never asked how they were doing. At the heart of the problem is a gap in empathy, and the good news is that empathy can be learned. Bill gives managers neuroscience-based tools to regulate their emotions, connect with their people, and become a stabilizing force through change, reducing turnover and building more engaged, higher-performing teams.
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