Speaking · Human Creative Coaching
Speaking

Nobody retires wishing they had produced more. They wish they had found this earlier.

Keynotes and workshops on the four capacities underneath a person. This is soil, not yield: the room leaves with more of itself available, and the performance everyone wanted turns out to be what grows in that. Nobody is asked to work harder.

Check a date See the talks
Rooms so far

Leaders and teams from UBS · BMW · Syracuse University · Amy's Kitchen · Mariners Church · Power Monkey Fitness · the U.S. military

Why organizations do this*

The case for this is not soft, and it has not been soft for a while.

41% The share of people who named a lack of development and advancement as their reason for leaving a job. It outranked pay. McKinsey, 2022
2× How much more likely organizations are to hit both business and human outcomes when they treat human performance as real work. Deloitte, 2024
27% The share of workers who think their organization handles change well, in a year when a third of them absorbed fifteen major changes. Deloitte, 2026

* 41%: McKinsey & Company, The Great Attrition is making hiring harder, July 2022. 2×: Deloitte, 2024 Global Human Capital Trends: Thriving Beyond Boundaries, 14,000 respondents across 95 countries. 27%: Deloitte, 2026 Global Human Capital Trends: From tensions to tipping points. All three describe the field, not this practice: no study has measured what happens after one of these talks, and any speaker who tells you otherwise is quoting someone else's data as if it were their own.

The talks

Three talks, one subject. Each is rebuilt around your room before it is delivered, and none of them are motivational: a room that feels great on Friday and unchanged on Monday is a failed talk. None of them ask anyone to give the company more.

Founders · leadership teams · 45 to 60 min

Your ceiling isn't talent

Companies hire brilliant people and then stall on something nobody put a name to. What a leadership team can hold under load is a measurable property, it is buildable, and it sets the ceiling on everything the strategy deck promises.

The room leaves with
  • Language for the thing that has been stalling them, which is usually not skill
  • The four capacities, and which one is carrying the most weight in this company
  • One question a leader can ask a direct report on Monday that gets a real answer
Whole teams · mission-driven orgs · 2 hours

The tank you're running on

Most people are running on a fraction of what they have and can feel it, at work and everywhere else. The working session on what drains the tank, what actually refills it, and why the people who feel most alive are rarely the ones under the least pressure.

The room leaves with
  • A private read on where each person has room, for their own life first
  • A shared vocabulary that survives the week, because it is four words, not a framework
  • One thing the team stops doing to each other, agreed out loud before anyone leaves
Artists · agencies · creative organizations · 45 min

The instrument is you

For people whose living comes out of their own interior. Why the pressures that arrive with success are the ones most likely to close the thing the work came from, and what keeps a person reachable to their own material once the stakes are real.

The room leaves with
  • Why the work got safer as the career got bigger, named precisely
  • The difference between protecting the instrument and protecting the schedule
  • Permission, out loud, to treat interior capacity as a professional asset

A talk your people quote for a week is a good talk. A measure they can act on is a different order of thing.

What makes it stick

Most keynotes are over by Thursday. This one has a before and an after.

  1. Two weeks before Your people take CORE

    Everyone answers 37 items on their own time and receives a private profile of where four capacities sit for them today. Theirs to keep, whatever happens next.

  2. On the day The talk is about your room

    I arrive with the aggregate and no individual results. Your people hear where this specific group has the most room, in language that dignifies rather than labels, and recognise themselves in it because it is them.

  3. A quarter later You can see what moved

    Re-take it and the picture is comparable. Not a satisfaction score for the event, an actual read on the group, which is the rarest thing in this category.

Nobody's manager gets a readout on them. I say that out loud before anyone answers a question.

CORE is a pilot growth assessment built on validated developmental constructs. It is not a personality type and it is not a diagnosis. It measures capacities, and capacities are built to change.

How CORE works
Formats

Keynote

Forty-five to sixty minutes, conference or all-hands. One idea carried the whole way down, with a live moment the room participates in rather than watches.

Workshop

Two hours with a leader guide your managers keep. Small-group practice, a shared vocabulary by the end, and something the team can run again without me in the room.

Offsite or half day

Assessment first, then a half day built on what the aggregate says about this specific group. For founding teams and leadership groups going into a demanding season.

Panel or conversation

Moderated or in the seat. Founder psychology, measuring development, creativity as a business property, coaching alongside clinical care.

Who is talking

Greg Murray

Coach to founders, executives, and artists. Before this: a commercial directing career, and years as an instrumentalist and music director, which is a long apprenticeship in holding a room. Practicing under Human Creative Coaching since 2021, and the author of the CORE growth assessment.

Growth built internally is the most powerful kind. It moves outward into everything.

Questions
How far ahead should we book?

Six to eight weeks is comfortable, and twelve is better if your people are taking the assessment first. Shorter notice is worth asking about, because the calendar is deliberately not full.

What do you need from us on the day?

A lavalier or handheld, confidence monitor if the stage has one, and the ability to raise the house lights enough to see faces. There is a live moment in every talk that does not work if the room is dark. Slides are minimal and arrive a week ahead.

What does it cost?

Fees depend on format, travel, and whether your people take the assessment beforehand, so the number comes after a short call rather than off a rate card. Tell me the room, the date and the budget you are working with, and I will tell you plainly whether it fits.

Will you travel?

Gladly, with travel covered. Home is Los Angeles, so the West Coast is easy and anywhere else is a conversation about dates. Remote works well for the workshop and less well for the keynote, and I will say so rather than take the booking.

Do we get a talk off the shelf?

No. The four talks are starting points, not scripts. Before every date there is a call with whoever knows the room best, and the talk gets rebuilt around what that person tells me is actually happening in the building.

Who sees the assessment results?

Each person gets their own profile privately. Your organization and I see the aggregate only, with no individual results attached to a name. Nobody's manager gets a readout on them, and I say that to the room out loud before anyone answers a question.

Is this religious?

The four capacities are human ones, and the material is developmental. I speak to corporate rooms, universities, arts organizations and churches, and the content is shaped for whichever room I am in. Nothing asks an audience to share my convictions.

Can we record it?

Yes, for internal use, and I will ask for a copy. Public distribution and any use of the recording to train a model are separate conversations, handled in the agreement rather than on the day.

Tell me about the room.

Date, city, who is in the seats, how many, and what you wish were different about that group a year from now. That last one matters more than the rest.

Send a speaking inquiry Start a conversation

A handful of dates a season. Replies come from Greg, not a booking desk.

Built on validated psychological constructs. A pilot growth assessment, not a personality type.