Curt Steinhorst The attention guy who ran People at a rocket company.

It’s Not Rocket Science · A new model for leadership in the AI-driven workplace.

Our model of leadership has needed an overhaul for years. Leaders are expected to make good decisions without enough information, keep up with a flood of messages, be available whenever someone needs them, and somehow still have time to think. More and more of the job has become keeping up.

AI can help with that. It can make information easier to find and take some of the load off. But it cannot make a group work well together. The human work we’ve labeled “soft” cannot keep being left until everything else is done.

In May 2025, Venus Aerospace flew the world’s first high-thrust rotating detonation rocket engine. Whether it flew came down to the human side of the work: did everyone know their own job and let the others do theirs, could they argue without it getting personal, and did they like each other enough to laugh on a day when a mistake could cost a life?

In this keynote, Curt Steinhorst draws on fifteen years working with leaders from Nike to the U.S. Naval Academy and on his work as Head of People at Venus Aerospace to make the case for a leader’s job that gets easier as the tools get better: what comes off their plate, what stays, and how to build a team that will tell you the truth while there is still time to use it.

Where it fits: Association conferences, CEO and C-suite audiences, extended leadership team meetings, and emerging leader programs. On an AI agenda, it’s the one session that isn’t about the tools.

You’ll learn to:

• Identify work you can delegate or stop doing.
• Reassess what your team needs from your leadership as the work changes.
• Protect the attention your team needs for work that requires careful thought.
• Keep your team questioning assumptions under pressure.
• Work through disagreements without making them personal.
• Make it easier for your team to tell you when something is wrong.

It’s Not Rocket Science · Building a culture that does hard things without burning out.

Somewhere along the way, culture went from eating strategy for breakfast to cupcakes for the anniversary/birthday/get well soon monthly party. That version of culture is a distraction from the thing that decides whether a culture is healthy: the work people are asked to do, and how they are asked to do it. The test comes when the work gets hard, when someone has to admit they are stuck, challenge an idea, or try something that might fail.

At Venus Aerospace, the question was how to build a company capable of doing something extraordinarily difficult without burning people out. In the company’s language: How do we move at Mach 9 without burning out? In May 2025, Venus flew the world’s first high-thrust rotating detonation rocket engine, the result of the fastest and most capital-efficient rocket engine development program in history: from idea to flight in under four years and for less than $80 million.

Curt Steinhorst was Head of People at Venus, where he wrote the Venus Flight Plan (five values that guided how the company worked, who it hired, and what it tolerated) and implemented the plan across the organization. Some of what the company tried worked. Some of it did not. In this keynote, he draws on both, and on fifteen years working with leaders across industries, to explore how teams work through uncertainty, what sustains people through demanding work, and whether greater pressure always produces better work.

Where it fits: HR, People, and culture events, and executive and association conferences where culture is on the agenda as strategy. All-company meetings before, during, and after a merger or a major strategy rollout, and the leadership offsites that plan them.

You’ll learn to:

• Assess your culture through employees’ experience of doing the work.
• Recognize what makes it possible for people to admit they are stuck, challenge an idea, or try something that might fail.
• Keep a team working through uncertainty when the answer is not yet clear.
• Judge when more pressure will produce better work and when it will not.

Can I Have Your Attention? · Focusing on what matters when everything is a priority, at work and beyond it.

Technology can take routine work off a team’s plate. It can also make it easier to send more messages, launch more projects, and fill every hour it saves. The question is whether it gives people attention back for work that needs their judgment, or simply raises the volume of work they are expected to keep up with.

Somewhere along the line, responding became the job and being reachable became proof you were doing it. A day cut into two-minute pieces by requests that have nothing to do with one another doesn’t add up to a day’s work, however many hours went into it. More often than not, the problem isn’t how much people have to do. It’s how divided their attention is, and because it got divided one reasonable choice at a time, that part a leader can change.

Drawing on over a decade of research and advising companies on attention and workplace dynamics, this keynote makes the case that distraction is confusion about what matters, and that the outcomes leaders are measured on, from productivity to how fast a team adapts to change to engagement and well-being, move when leaders protect attention on the team’s behalf. That takes a different way of approaching, measuring, and organizing work, one that respects the limit on human attention, because the same limit is what makes a person valuable once it’s pointed at the right thing.

For everyone in the room, it starts with deciding what deserves attention, recognizing what is pulling it away, and making room for the work and people they care about.

Where it fits: All-company meetings and conference general sessions, where every seat in the room can act on it.

You’ll learn to:

• Use new tools to reduce routine work without filling the time they save with more requests.
• Recognize how the demands on your attention shape the decisions you make.
• Decide what deserves your attention when everything has been called a priority.
• Make a team’s hours add up to a day’s work.
• Protect a team’s focus, starting with the meetings and messages they already control.
• Set boundaries that protect your attention for your best work and for a full life outside it.

Can I Have Your Attention? · Communicating so people hear it, believe it, and act on it.

Producing a message is easy now. Getting someone to pay attention, trust it, and act is still human work. Your ability to lead an organization or win a customer’s business depends on it. Information has exploded, publishing is free, and Graphite estimates that roughly half of newly published English-language articles are primarily AI-generated. What once captured attention now creates noise, and even what works today may not work tomorrow.

Why do people ignore information they need and pay attention to things they never intended to? The answer matters when you’re asking someone to reconsider a decision, support a change, or buy what you’re selling.

Your audience brings different experiences, expectations, and reasons for listening. And increasingly, they’re accustomed to information selected specifically for them. How do you get them to consider an idea they weren’t looking for, and might not initially want to hear?

In this keynote, Curt Steinhorst, bestselling author of Can I Have Your Attention?, draws on the science of attention to show you how to shape and deliver messages that break through the noise.

This presentation is for anyone whose work depends on influencing others. It can be tailored to the communication challenges specific to executives, sales professionals, and communications leaders. You’ll get beyond this week’s LinkedIn algorithm tricks and into what makes people pay attention when the noise is so loud.

Where it fits: Sales kickoffs, marketing and communications teams, and any executive whose job depends on being heard.

You’ll learn to:

• Recognize how information overload and hyper-personalized media have changed audience expectations.
• Communicate across generations, cultures, and geographically dispersed teams.
• Apply the science behind what captures and keeps attention.
• Adapt your message for the medium and moment.
• Use advanced rhetorical techniques to make ideas more compelling and memorable.

Sometimes, what your team needs most is the thing no one else will say—and no one else has the permission to deliver.

Here's the truth: Curt spends his days thinking about what actually moves organizations forward. Sometimes that's a new framework. Sometimes it's remembering why work should be energizing, not exhausting.

Sometimes it's the strategic insight everyone's missing. Or the simple truth that changes everything. When you choose this option, you're saying: "We trust you to step back, look at where we are, and deliver what we actually need to hear."

It might be brand new thinking that hasn't made it to a slide deck yet. It might be a proven idea applied exactly to your moment. It might even be permission to stop doing something everyone thinks is essential. The point is, you're getting what matters most right now—not what was predetermined, but what's actually useful.