The leadership capability that expands collective intelligence, improves decision quality, and helps organizations thrive under pressure

What happens when leaders create the conditions for people to say what actually needs to be said?

Newton teaches Strategic Vulnerability as a practical, learnable leadership capability, then gives the room a chance to apply it.

Participants experience how a different kind of conversation can surface risks, challenge assumptions, and build trust before the stakes get higher.

This isn’t vulnerability for its own sake. It’s practice for the conversations your organization can't afford to avoid.

Best for organizations asking: How do we lead effectively through difficult times when our people hold back what they really know?

Audiences leave with:

• A new leadership capability that improves collective intelligence

• A simple process for cultivating that capability

• Earlier risk identification, better decisions, higher trust

17 Years of Lessons Learned from Google

Most top organizations already invest in employee wellbeing. The harder question is whether those investments are changing the way people actually work. Newton shares what he learned leading health and wellbeing inside Google: what worked, what didn't, and what organizations miss when wellbeing remains a program instead of becoming part of how the business operates.

Best for organizations asking: Why are people still struggling when we're already investing in wellbeing?

Audiences leave with:

• A clearer understanding of what drives employee wellbeing

• A stronger connection between wellbeing and business performance

• Better criteria for deciding which programs deserve investment

Mental Health Leadership in the Age of AI

Leaders have traditionally been expected to have the answer. That becomes much harder when the environment is changing faster than anyone can reliably predict. Drawing on his experience leading through organizational change and AI-driven pivots at Google, Newton explores how leaders can remain credible without pretending to be certain.

Best for organizations asking: How do we lead people through change when we don't know exactly what comes next?

Audiences leave with:

• A better way to lead through uncertainty

• Practical approaches for communicating when answers are incomplete

• Stronger trust during periods of disruption

Uncovering the Hidden Blockers to Innovation

Sometimes the people who could have saved the project saw the problem months ago. But they never said anything. Drawing on his experience leading innovation projects inside Google, Newton explores why concerns, resistance, and weak assumptions often surface too late.

Best for organizations asking: Why don’t people raise concerns before a change is implemented, but quietly resist the change afterwards?

Audiences leave with:

• Earlier identification of risks

• More useful disagreement around important ideas

• A better way to surface resistance before launch