Jason Lauritsen

Why organisations work with Jason Lauritsen

• He turns the manager-employee relationship into a working model, not a slogan, through The Check-In Method, a named and published approach leaders can install the week after the keynote.
• His research seat at Quantum Workplace gave him visibility across thousands of employers and millions of engagement responses, which grounds every claim in pattern data rather than anecdote.
• His book Unlocking High Performance reframes performance management as a relationship discipline, endorsed by Daniel H. Pink, and is used by HR leaders as a practical redesign guide.
• He speaks fluently to both the CHRO and the frontline manager, which is rare. The same session lands with executives rethinking policy and with line leaders rethinking their next one-to-one.
• He brings the credibility of an operator who has run the system from both sides: corporate HR leadership where he helped double revenue per employee and halve turnover, and now CEO of Connected Performance Group, advising executive teams on the same problem at the source.

Biography highlights

• CEO of Connected Performance Group, advising CEOs and executive teams on the performance systems that turn strategy into execution.
• Creator of the Connected Performance System, a framework for leadership clarity, alignment, and performance enablement, with original research presented at Workhuman Live Orlando 2026.
• Author of Unlocking High Performance (Kogan Page, 2018), a performance-management redesign endorsed by Daniel H. Pink.
• Co-author with Joe Gerstandt of Social Gravity: Harnessing the Natural Laws of Relationships.
• As a corporate executive, helped double revenue per employee while cutting employee turnover in half.
• Former Director of Best Places to Work at Quantum Workplace, leading research across thousands of participating organisations.

Biography

Engagement has been one of the most measured aspects of corporate life for two decades, and it has barely moved. The data is rich, the pulse surveys run quarterly, and most managers still cannot describe what actually changes a disengaged employee’s trajectory. That gap between measurement and behaviour is the terrain Jason Lauritsen works in.

Earlier in his career, as a corporate executive, he helped double revenue per employee while cutting turnover in half. He then led the research team for the Best Places to Work programme at Quantum Workplace, which gave him a cross-sectional view of engagement data across thousands of employers. The conclusion he draws from both sides is direct: employees do not experience work as a contract or a process, they experience it as a relationship, and they leave when the relationship fails.

That thesis runs through two books. Unlocking High Performance (Kogan Page, 2018) argues that performance management collapses when it is built as a compliance process and works when it is built around conversation. Social Gravity, co-authored with Joe Gerstandt, maps the laws that govern how workplace relationships actually form. The Check-In Method, the framework he is best known for, translates the relationship argument into the specific moments managers can do differently on a Monday morning.

As CEO of Connected Performance Group, his current work goes one layer up. The Connected Performance System treats connection as the operating mechanism through which strategy turns into execution, and locates the leadership, cultural, and operational conditions that strengthen or erode it. Cited across Forbes, Fast Company, HR Executive, Talent Management, and SHRM, his sessions give CHROs and executive teams a named system to install, not just an argument to agree with.

Key speaking topics

• Employee engagement
• Connection as a performance driver
• Performance management redesign
• The manager-employee relationship
• Employee experience
• Talent retention
• Workplace culture

Ideal for

• CHROs and VPs of People rethinking engagement or performance strategy
• HR and people-team leaders preparing a manager-effectiveness programme
• Executive teams whose engagement scores have plateaued and whose attrition is climbing
• Line manager audiences at leadership summits, where the goal is behaviour change, not theory

Audience outcomes

• A clear model for treating the manager-employee bond as a relationship, with the specific manager behaviours that sustain it.
• The Check-In Method as an installable practice, including the questions managers can use in their next one-to-one.
• A diagnosis for why performance management processes fail, and what to redesign rather than patch.
• A sharper read of engagement data, so leaders stop optimising scores and start changing the experience behind them.
• Language HR and line leaders can share, which closes the gap between policy intent and what employees actually feel.