executive briefings dvds and video …...culture that competes to be number one. if you can’t get...

EXECUTIVE BRIEFINGS DVDS AND VIDEO STREAMING

ISSUE XXXIISSUE XXXI

The Art of LeadershipDoug ConantFormer CEOCampbell Soup Co.

Reinventing the Way We Do BusinessEd WhitacreFormer Chairman, CEOAT&T and GM

Strategy and the Purpose- Driven LeaderCynthia MontgomeryProfessorHarvard University

Infinite RealityJeremy BailensonProfessorStanford University

Customer-Centric InnovationLara LeeCIO, COOContinuum

Dear Friends,

Each month, we sponsor a business presentation here on the Stanford campus. Business leaders, academic experts, and renowned consultants provide creative solutions and practical advice for the challenges businesses face today. These engaging, thought-provoking talks are available to you on DVD or online, giving you quick and easy access.

We’re proud to present new programs of particular interest:

• The Art of Leadership: One Touchpoint at a Time by Doug Conant, former CEO of Campbell Soup Co. (page 3)

• Reinventing the Way We Do Business, an interview with Ed Whitacre, former Chairman and CEO of AT&T and General Motors (page 7)

• Strategy and the Purpose-Driven Leader by Harvard Business School Professor Cynthia Montgomery (page 13)

• In�nite Reality: Revealing the Blueprints of our Virtual Lives by Stanford Professor Jeremy Bailenson (page 17)

• Customer-Centric Innovation by Lara Lee, Chief Innovation and Operating Of�cer of Continuum (page 21)

We also offer you the opportunity to order 10-program Special Collections by discipline, or the entire library of Stanford Executive Brie�ngs, on page 23—all at substantial discounts.

We hope you can personally attend one of our brie�ngs on campus. But if you can’t, please take advantage of these offerings in our catalog.

Sincerely,

David Demarest Vice President for Public Affairs Stanford University

P.S. You are welcome to preview clips of our programs at www.executivebrie�ngs.com.

Now You Can Stream Executive Briefings Programs!1-5 users:Online Access price $95/programOnline Access + DVD Online Access price plus $44/DVD

6 or more users:Online Access price $5.50/user and $65 setup fee/programOnline Access + DVD To Online Access price plus $44/DVD

Online pricing is for an annual license. Generate quick quotes for volume discounts at www.ExecutiveBriefings/Online.com.

ContentsExecutive Leadership 3People & Productivity 7Influence & Negotiation 12Strategy & Change 16Sales & Marketing 20

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THE ART OF LEADERSHIP: ONE TOUCHPOINT AT A TIME

• The transformative power of a human connection.• Guiding others with a “listen, frame, and advance” mindset.• Why inspiring trust is critical to enduring leadership success.

Early in his career, after nine years with General Foods, Doug Conant was unexpectedly and summarily laid off from his job. It was devastating, he recalls, and yet kind words from an outplacement counselor not only got him through it, but helped shaped his approach to

Doug ConantCEO, ConantLeadership.comFormer CEOCampbell Soup Co.

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EXECUTIVE LEADERSHIP

INCLUDED INEXECUTIVE LEADERSHIP COLLECTION

EXECUTIVE LEADERSHIP COLLECTIONThis specially priced, 10-program set shares the skills and techniques

effective leaders use to inspire and unify their workforce.

SPECIAL: 10 DVDs or Online Access $695Or create your own Collection: Order any 10 or more programs for only $69.50 each.

Learn more about Online Access and volume discounts at www.ExecutiveBriefings.com/Online

The Art of LeadershipDoug ConantConantLeadership.com

Strategy for TransformationalChangeBrad SmithIntuit Inc.

Leadership for Innovation Linda Hill Harvard University

The Inspiring Leader Jack Zenger Zenger Folkman

Seven Principles for Building Successful Businesses David DeWalt McAfee Inc.

Leadership Lessons from the Gridiron Steve YoungHall of Fame Quarterback

Leading by Example George Zimmer Men's Wearhouse

The Master of Speaking as a Leader Terry Pearce Leadership Communication

The Values-Based Leader Harry Kraemer Northwestern University

A Leader's Legacy James Kouzes Santa Clara University

leadership success. It’s in the moments of saying “just the right thing at just the right time” that leaders can make a positive, constructive impact on others.

To sustain the impact of these touchpoints in an enduring way requires adhering to six guiding principles of leadership that he describes, along with inspiring examples of how this can be done. First, think about where you want to end up in your career, and plan accordingly. Be able to make the hard decisions, but be sensitive to soft issues. Be tough-minded with standards and tender-hearted with people. Make a personal connection to the agendas of others to form an enduring relationship. Stay ever alert to what matters most with your strategy, your people, and your actions. And finally, never stop working at leadership: it’s the most important thing you do. (55 minutes)

Doug Conant, whose executive experience spans Fortune 500 companies, nonprofits and trade associations, is coauthor of TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments. DVD or Online Access $95 (see page 2 for details)

SEVEN PRINCIPLES FOR BUILDING SUCCESSFUL BUSINESSES

David DeWaltPresident McAfee, Inc.

• Pursuinga“noblecause”tofind,motivateand retain the best employees.• How to instill and channel a winning culture.

“If you can see it, you can be it.” Based on 25 years of experience in Silicon Valley, David DeWalt’s first principle for building a successful enterprise is to communicate a strategic vision—capturing employee loyalty by framing it as a noble undertaking. His second is to create a winning culture that competes to be Number One. If you can’t get these two principles right, you’ll fail. In addition, be devoted to customer success, develop an entrepreneurial spirit among your employees, execute well on acquisitions, take practical steps to market globally, and strive for operational excellence. (48 minutes, 2010)

After joining McAfee in 2007, David DeWalt guided the company through three consecutive years of growth, leading to its acquisition by Intel. He received his BS in Computer Science and Electrical Engineering from the University of Delaware.

DVD or Online Access $95 (see page 2 for details)

STRATEGY FOR TRANSFORMATIONAL CHANGE

Brad Smith President and CEO Intuit Inc.

• Why leadership is the questions you ask, not the answers you give.• How to inspire action by organizing for failure.

When Brad Smith took over as CEO, he adopted the mantra of “question everything” as he created new business structures to propel the company’s growth and productivity. Sharing what worked, he advises articulating a vision so simple and clear that teams are aligned and motivated, and the leader simply needs to get out of the way. He details specific techniques for building a culture where innovation thrives and where the next best thing could come from anywhere in the company. And he explains how Intuit selects the right people, projects and metrics for prospering in the present while at the same time preparing for the future. (49 minutes, 2012)

Brad Smith became Intuit’s president and CEO in 2008 after leading several of its major divisions over a five-year period. Previously, he held sales, marketing and management positions with ADP, Pepsi, Seven-Up and Advo, Inc.


THE INSPIRING LEADERJack ZengerCEOZenger Folkman

• What one critical competency do leaders need? • How charismatic leaders connect with others.

What defines great leadership? Original research on 360-degree feedback data for thousands of managers shows the most effective leaders share 16 specific competencies. Of these, the ability to inspire and motivate others to high performance has the most significant impact on the performance of the organization. Yet it is the area in which managers are weakest. Inspiring others to greatness can and should be learned, says Dr. Zenger. The attributes of inspiring leaders, such as being a role model or a change champion, can be acquired. The skills, ranging from goal setting to being a good communicator, are learnable. Even the ability to make an emotional connection with a team is achievable, by building on key strengths in your own personality and leadership approach. (55 minutes, 2009)

John H. (Jack) Zenger is cofounder and CEO of Zenger Folkman and author or coauthor of several books, including The Inspiring Leader and The Extraordinary Leader.


LEADERSHIP FOR INNOVATION: HOW TO CREATE COLLECTIVE GENIUS

Linda HillProfessor of Business Administration Harvard Business School

• Why some pioneering leaders don’t read leadership books.• Thebenefitsof“leadingfrom behind.”

What kind of leadership is needed when innovation is your competitive advantage? From her research on companies that have achieved breakthrough innovations, Dr. Hill found a common approach. Leaders at Pixar, eBay Germany, Google, HCL Technologies, and IBM, among others, build communities of people who are both “willing and able” to innovate. They develop their teams by pulling people together with a shared purpose, values, and rules of engagement. And they build capabilities by fostering intellectual diversity and debate (creative abrasion), high experimentation (creative agility), and integrative—rather than compromise-driven—solutions (creative resolution). (54 minutes, 2010)

Linda A. Hill is the faculty chair of the Leadership Initiative at Harvard Business School, and she is the author of Becoming a Manager: How New Managers Master the Challenges of Leadership.


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LEADING BY EXAMPLEGeorge ZimmerFounder, Chairman and CEO The Men’s Wearhouse, Inc.

• Why my self-interest is connected to your self-interest.• Valuing the process as much as the outcome—why a narrow focus on results alone is shortsighted.

George Zimmer has succeeded in the retail industry by breaking many of the industry’s rules. The foundation of his success is his company’s corporate culture, centered on “servant leadership” values. These values seek to involve others in the decision-making process and enhance the personal growth of employees. In this wide-ranging talk, Zimmer explains how his experience proves that a culture based on strong ethical values can succeed even within a competitive business environment. (43 minutes, 2002)

George Zimmer, an entrepreneur and TV icon, has transitioned his company from one store, opened in 1973, to over 1,200 stores worldwide. The company has been listed on Fortune’s list of The 100 Best Companies to Work For.


LEADERSHIP LESSONS FROM THE GRIDIRON

THE MASTERY OF SPEAKING AS A LEADER

Terry PearcePresident Leadership Communication

• Reaching both the minds and hearts of an audience.• The power of authenticity—how conviction creates clarity.

Leaders must connect with their audiences in substantive ways that go far beyond the giving of information. Leaders must be able to motivate audiences to commitment, not merely to compliance. Terry Pearce defines three rules for consistently powerful presentations: speak on topics you really care about, incorporate personal experiences that have contributed to your conviction, and structure your speech as a story. With these guidelines, you’ll challenge and engage your audience, creating common goals and a shared vision. (51 minutes, 1994)

Terry Pearce is a veteran business executive and lecturer at the Haas School of Business, University of California, Berkeley and coauthor of Clicks and Mortar: Passion-Driven Growth in an Internet-Driven World.


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• The metaphysics of “throwing blind.”• How creative tension focuses your attention and ups your game.• Why everyone on the team must be held accountable.

How do you complete a pass to Jerry Rice, who is wide open, when you can’t see over a wall of defensive linemen? You can complete a game-winning touchdown pass by learning to anticipate where Jerry Rice will be and then “throwing blind.” Solving a seemingly insurmountable problem with a workaround was an early lesson Steve Young learned as a young quarterback for the San Francisco 49ers.

Steve YoungManaging Director, CofounderHuntsman Gay Global CapitalNFL Hall of Fame Quarterback

Giving us glimpses of his experience on the field—from ignominious interceptions to come-from-behind wins—with self-deprecating humor and passion for the game, Mr. Young shares his lifelong takeaways. How being pushed beyond his comfort zone by a tireless coach generated the creative tension needed to keep him focused and take his game to another level. How a large and diverse team can surmount its cultural, racial, geographic and socio-economic differences and become the stronger team for it. And how individual accountability starts at the top and has to permeate a team in order for the team to succeed. (49 minutes, 2012)

Mr. Young is a managing director and cofounder of Huntsman Gay Global Capital. A former quarterback with the San Francisco 49ers, he is the highest-rated quarterback in NFL history and in 2005 was inducted into the Pro Football Hall of Fame. He graduated from Brigham Young University with a JD degree from the College of Law as well as a BS in Finance and Political Science.


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A LEADER’S LEGACYJim KouzesExecutive Fellow, Center for Innovation and Entrepreneurship Leavey School of Business Santa Clara University

• How to create a vision that others will buy into.• The daily small differences that add up to making you a better leader.

Each one of us has the opportunity to be a leader and to encourage the success and productivity of those around us. But such influence takes work, especially if you want to leave a lasting impact. Based on twenty-five years of research, Kouzes explores the issues today’s leaders face, including how you can’t take trust for granted, why failure should always be an option, and how to liberate the leader in everyone. Leadership is personal—and people you lead need to know who you are and what you care about before they can follow you. (49 minutes, 2006)

Jim Kouzes is the coauthor with Barry Posner of a number of books including A Leader’s Legacy and the award-winning The Leadership Challenge. Jim is the former chairman, CEO, and president of the Tom Peters Company.


LIBERATING LEADERSHIPIsaac Getz ProfessorESCP Europe Business School

When employees have the freedom to act in the best interests of the company, performance improves. But does even greater freedom mean even better performance? Dr. Getz shares examples of phenomenal business results from companies whose leaders built total freedom-of-initiative organizations. These leaders believe three universal human needs—intrinsic equality, opportunity for growth, and self-direction—must be met for all employees. To nurture a freedom culture, these leaders share their vision of the company so that employees can “own” it. (59 minutes, 2009)


THE VALUES-BASED LEADER: DELIVERING RESULTS BY DOING THE RIGHT THING

Harry KraemerProfessor, Northwestern UniversityExecutive Partner Madison Dearborn Partners

• Key principles of values-based leadership.• Focus on doing the right thing, not just being right.

After a twenty-five year career with Baxter International, including serving as chairman and CEO, Harry Kraemer shares advice on how to lead while staying true to your moral compass by adhering to four guiding principles. The first principle, ongoing self-reflection, helps you identify your core values and what you truly stand for. The second, balance, is the ability to see more than one side to a story, giving you insight into the issues and tradeoffs and how you’ll make decisions. The third, true self-confidence, is accepting your strengths and weaknesses. And the fourth, genuine humility, means never forgetting where you came from and keeping your leadership role in perspective. (57 minutes, 2011)

Harry Kraemer is a professor of management and strategy at the Kellogg School of Management at Northwestern, executive partner at Madison Dearborn Partners, and author of From Values to Action: The Four Principles of Values-Based Leadership. DVD or Online Access $95 (see page 2 for details)


LEVERAGING THE SPOTLIGHT OF LEADERSHIP

Jay CongerHenry R. Kravis Research Chair in Leadership Studies Claremont McKenna College

Managers and executives sit in a natural spotlight because of their leadership role. The best leaders harness the spotlight as a powerful tool to get things done—influencing the behavior and decision making of their staff, even when they are not present. Professor Conger illustrates how successful leaders employ specific techniques to lead members of their organizations and guide their decisions. According to Conger, the spotlight also magnifies careless comments or actions, and the best leaders are always conscious of the image they project. (54 minutes, 2008)



COLLECTIVE LEADERSHIP: HOW TO UNLEASH PRODUCTIVITY, POTENTIAL AND POWER OF PURPOSE

Jim QuigleyCEO Deloitte Touche Tohmatsu Ltd.

A leadership style that fosters collaboration will galvanize employees to work toward common goals. Jim Quigley identifies eight powerful leadership styles—or “leader/follower pair” archetypes. From the producer and creative team (participative) to conductor and orchestra (directive), some or all of the eight leadership models can be at work at any given time in an organization. Survey your employees, and intervene if there’s a significant leader/follower mismatch. (52 minutes, 2011)DVD or Online Access $95 (see page 2 for details)

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PEOPLE & PRODUCTIVITY

PEOPLE & PRODUCTIVITY COLLECTIONThis specially priced, 10-program set shares proven strategies

for helping your workforce reach its full potential.



Reinventing BusinessEd WhitakerBusiness Executive and Consultant

The Innovation EngineTina SeeligStanford Technology Ventures Program

Gen Y DecodedKit YarrowGolden Gate University

How Great Companies Achieve Extraordinary Results with Ordinary People Charles O'Reilly Stanford University

Judging Talent Frank Flynn Stanford University

Happiness Matters Tony Hsieh Zappos.com, Inc.

Good Boss, Bad Boss Robert Sutton Stanford University

Mining TalentGeorge Anders Bloomberg View

Emotion vs. Analytics Baba Shiv Stanford University

People-First Management Daniel Amos Aflac, Inc.

REINVENTING THE WAY WE DO BUSINESSEd WhitacreFormer chairman & CEOAT&T and GM

• Failures of matrix management and the need for authority with responsibility.• How worrying about a penny (or a million dollars) can kill a successful negotiation.• Working with the unions to get GM back on track.

Growth by acquisition has its place, but at some point you actually have to run your business. CEOs who buy, buy, buy with no real vision or strategy in mind can quickly end up with a big operational mess on their hands. That model is not sustainable, and nonstop deal-making just wears people down. Instead, understand your purpose, keep it simple, stick to your

vision and business strategy, and execute the best you can. Anything that gets in the way of this has to go.

In this session, Jon Levin, Stanford University Professor and Economics Department Chair, leads an insightful interview in which Ed Whitacre shares, vividly, leadership lessons learned and the core management principles that catapulted him to 17 years as chairman and CEO of AT&T and, temporarily lured out of retirement, as chairman and CEO of General Motors Co.

As chairman and CEO of AT&T from 1990 until retiring in 2007, Whitacre led then-SBC Communications on a disciplined growth strategy and a series of industry-changing mergers and acquisitions, including the 2005 acquisition of AT&T Corp. He is the author of American Turnaround: Reinventing AT&T and GM and the Way We Do Business in the USA.


INCLUDED INPEOPLE & PRODUCTIVITY COLLECTION

HOW GREAT COMPANIES ACHIEVE EXTRAORDINARY RESULTS WITH ORDINARY PEOPLE

Charles O’Reilly IIIProfessor Stanford Graduate School of Business

• Common assumptions about workers that are totally wrong.• People practices that can double productivity.

Charles O’Reilly challenges the prevailing wisdom that companies must chase and acquire top talent to remain successful. He argues that companies should abandon the obsession with high-priced stars, and instead motivate ordinary people to build a great company and achieve extraordinary results. Sharing success stories of industry leaders, O’Reilly provides a road map for success—one that begins with a set of values and a culture where psychological ownership takes precedence over financial incentives. (52 minutes, 2001)

Charles O’Reilly III holds a BS in Chemistry from the University of Texas and an MBA in Information Systems and a PhD in Organizational Behavior, both from the University of California, Berkeley.


THE INNOVATION ENGINETina SeeligExecutive DirectorStanford Technology Ventures Program

• Howreframingthequestionallowsaninfinite number of solutions.• The value of experimenting with un-useless inventions.

Dr. Seelig’s model for sparking creativity allows us to alternate between discovery and invention. It incorporates the internal strengths of imagination, knowledge and attitude along with the external forces of habitat, resources and culture. Dr. Seelig points out that each of us has the capacity for innovation. We are born with imagination, work hard to build a knowledge toolbox, and are able to develop the attitude that problems can be solved. But our business structures must build unrestrictive habitats that set the stage for creativity, provide the resources to get things done and, lastly, support a culture that sees small failures as a source of data and rewards the courage to try solutions that diverge from conventional wisdom. (48 minutes, 2012)

Tina Seelig is the author of inGenius: Unleashing Creative Potential. She earned her PhD in Neuroscience from Stanford University Medical School.


GEN Y DECODED: INSIGHTS AND TACTICS FOR LEADERS

Kit YarrowProfessor of Psychology and MarketingGolden Gate University

• They’re not just young, they’re different.• Why meaningful work may trump salary as a motivator.

Today’s young workers are a new breed, thanks to two unique forces in their upbringing. Raised during the self-esteem movement, they are often self-confident and used to attention. And the first generation to grow up with technology, they work fast and expect fast results. Leaders that adjust their management styles will connect and motivate this group. Provide context, relevance, and purpose for their work. Give frequent, personal feedback and recognize their unique skills. To counter boredom, stay innovative in practices and technology, and provide opportunities for learning, travel, or career development. (54 minutes, 2011)

Kit Yarrow is the author of Gen BuY: How Tweens, Teens, and Twenty-Somethings Are Revolutionizing Retail. She earned her MA and PhD in Psychology from The Wright Institute.





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JUDGING TALENTFrank FlynnAssociate Professor of Organizational BehaviorStanford Graduate School of Business

• What hiring tools are the best predictors of job performance?• Howgutinstinctsandflawedmemoriesbias evaluations.

Our ability to accurately judge talent is hampered by unconscious and subjective distractions. Hiring decisions are affected by common biases, such as favoring attractive candidates, or by first impressions of likability. In fact, says Professor Flynn, standard interviews are only slightly more reliable than handwriting analysis in predicting how a candidate will do on the job! Performance appraisals can also be biased. We may not be able to shake off first impressions. Or we may assess performance—but not the difficulty of the assignment. Successful appraisals require clear evaluation criteria, training on how to conduct performance reviews, and as much objective data as possible. (51 minutes, 2009)

Frank Flynn is director of the Center for Leadership Development and Research at Stanford. A graduate of the University of Notre Dame, he received his PhD in Organizational Behavior from the University of California, Berkeley.



GOOD BOSS, BAD BOSS: HOW TO MASTER THE ART OF LEADERSHIP

Robert SuttonProfessor of Management Science and EngineeringStanford University

• The mum effect and other challenges to being a good boss.• How to predict the most effective leaders in an organization.

Truly in-tune leaders share five hallmark characteristics. Good bosses are “perfectly assertive”: they are aware of people’s reactions to them, and adjust, knowing when to push or back off. They have the “attitude of wisdom,” dancing on the edge of overconfidence, but with a healthy dose of self-doubt and humility. They use a “small wins” strategy, framing big, hairy goals in terms of small, manageable steps. And they eliminate the negatives in an organization, such as competitive superstars or rotten apples. Finally, the best bosses serve as a “human shield,” protecting their people from harm, distractions, and indignities. (54 minutes, 2010)

Robert Sutton is a professor of organizational behavior, by courtesy, at the Stanford Graduate School of Business and the author of Good Boss, Bad Boss.



with hiring and retaining employees based on their commitment to its core values.

If we get the culture right, Hsieh believes, everything else, including building an enduring business, will naturally follow. Using the principles of positive psychology, Hsieh motivates employees through the four essential elements of long-term happiness: creating a sense of control, recognizing progress, instilling meaning in their work, and connecting with customers, partners, and fellow employees. (63 minutes, 2011)

With an introduction by Jenn Lim, CEO and chief happiness officer of DeliveringHappiness.com.

Tony Hsieh joined Zappos.com in 1999 as an advisor and investor, and shortly after became CEO, growing revenues to over $1 billion in ten years. The company has been named to Fortune’s “100 Best Companies to Work For” list, and in 2009 was acquired by Amazon.com. Hsieh is the author of Delivering Happiness.


• Creative ways to align your organization around your core values.• The “wow effect” as a marketing strategy.• If you inspire employees, motivation takes care of itself.

Can you build a business model around happiness? If you can deliver happiness to customers through exceptional customer service, from engaged employees who are inspired by a vision of higher purpose, the answer is yes. In this high-spirited talk, Tony Hsieh shares how Zappos fosters its unique culture, starting

HAPPINESS MATTERS: CREATING A CULTURE FOR BUSINESS TO THRIVE

Tony HsiehCEO Zappos.com, Inc.


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MINING TALENT: HOW TO GET BEYOND THE ORDINARY TO FIND THE TRULY EXTRAORDINARY

George AndersAuthor and Founding Writer Bloomberg View

• How world-class organizations get talent right.• Compromise on experience; don’t compromise on character.

From his research on top-talent organizations, George Anders found their hiring efforts focused more on a person’s passion and drive and less on peripheral shortcomings not related to job performance. Be willing to read the “jagged” resume, which may have gaps in experience or career stumbles, to discover the attributes that lead to top performance, including resilience from setbacks, self-reliance, a desire to improve, and curiosity. Try to uncover talent that whispers not shouts, and insist on the right talent, even if it means some may rise above you. (60 minutes, 2011)

George Anders is the author of several books, including The Rare Find: Spotting Exceptional Talent Before Anyone Else, and a founding member of the Bloomberg View board of editors.



WHY ZEBRAS DON’T GET ULCERSRobert SapolskyProfessor of Neurology and Neurological Sciences and of NeurosurgeryStanford University

• How our westernized lifestyle makes us sick.• Why do some people cope with stress better than others?

Tackling the serious topic of stress in his famously entertaining manner, Professor Sapolsky sets the stage on a Kenyan savannah, with a starving lion in hot pursuit of a terrified zebra. Each animal channels essential energy to its survival effort by temporarily shutting down and even damaging nonessential biological functions. Unfortunately, humans can generate the same response simply by anticipating stress. And when we subject ourselves to prolonged psychological stress, we contract ulcers, diabetes, heart disease, and other dysfunctions. We can, however, reduce the risk of stress-related disease if we have an outlet for stress, some control over what causes stress, the ability to predict stressors, and social connectedness for emotional support. (57 minutes, 2009)

Robert Sapolsky is a leading neuroscientist and the author of Why Zebras Don’t Get Ulcers: An Updated Guide to Stress, Stress-Related Diseases and Coping.


EMOTION VS. ANALYTICS: DECISION MAKING AND THE BIASED BRAIN

Baba ShivProfessor of MarketingStanford Graduate School of Business

• Howtobedecisiveandconfidentindecisionmaking.• Why starting with price can lead to bad decisions.

Is it best to be emotionless and analytical in decision making? Studies show that while we may try to be rational in deciding between two current options, very soon—usually based on first impressions—we create an emotional front-runner, biasing our evaluation. Rather than creating bad decisions, tapping our emotions leads to more confident decision making. However, in cases of sequential options, or when the risk of danger or a bad outcome is greater, it is better to take an analytical approach. Dr. Shiv describes techniques for gathering data, group decision making, accessing your gut feelings, and knowing when to listen to the contrarians. (61 minutes, 2010)

Baba Shiv is director of the Strategic Marketing Management Executive Program at Stanford University and editor of the Journal of Consumer Research. He received his MBA from the Indian Institute of Management and PhD from Duke University.


PEOPLE-FIRST MANAGEMENT: CREATING A CULTURE OF TRUST

Daniel P. AmosChairman and CEO Aflac, Inc.

• The cornerstones of good business: credibility, respect and fairness.• How to give your employees a vested interest in your company’s success.

There’s more to Aflac’s success than just simply a duck. Granted, this advertising campaign skyrocketed Aflac’s brand awareness in the US and contributed to Aflac’s continual and substantial rise in sales since 1997. However, name recognition also means any wrong move you make will be remembered. Dan Amos believes success comes from doing the right thing and putting employees first. When employees trust the company to go the extra mile for them, they go the extra mile for customers. It is this approach that has consistently created significant shareholder returns for Aflac. (50 minutes, 2003)

During Mr. Amos’s tenure as CEO, Aflac’s revenues have grown over tenfold. The company has been on Fortune’s “100 Best Companies to Work for in America” for many years.


MINDSET, MOTIVATION AND LEADERSHIPCarol DweckProfessor Stanford University

• How your mindset about intelligence affects long-term achievement.• Why even the most charismatic leaders can fail.

Managers are evenly divided between those with a fixed mindset versus a growth mindset about intelligence and talent. And leaders’ mindsets, Professor Dweck shows, influence their ability to grow on the job and to develop successful teams. How does this play out in an organization? Leaders who believe intelligence is static place little value in developing staff, and in turn foster a fixed mindset environment.However, leaders with a growth mindset value effort in developing abilities and thus evaluate and praise workers to create optimal motivation and teamwork. Mindsets can be taught, and Professor Dweck shares research in how fixed mindsets can be identified and changed to growth mindsets. (56 minutes, 2008)

Carol Dweck is a professor of psychology at Stanford University and author of Mindset. She earned her BA in Psychology from Barnard College, Columbia University and her PhD in Psychology from Yale University.


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WHY DON’T WE NATURALLY MAKE GOOD DECISIONS?

Ron HowardProfessorStanford University

Decision making cuts across all human activities. Yet we rarely study—much less apply—the fundamental thinking processes that should be undertaken before we make important decisions. The elements of high-quality decisions include proper framing, clear alternatives, appropriate information, considered preferences, and the logic necessary for an uncertain world. By understanding the distinction between decisions and outcomes, and using effective decision analysis tools, we can increase our clarity of action in the decisions we make. (49 minutes, 2007)


IDEA HUNTING: KEY PRINCIPLES FOR SPAWNING GREAT IDEAS

Andy BoyntonDean, Carroll School of ManagementBoston College

Thomas Edison systematically sought out new, creative ideas to propel invention and innovation. To become an idea hunter, be receptive to inspiration from unfamiliar or unusual sources. Warren Buffet, for example, attributed the seed of his “circle of competence” investment philosophy to Ted Williams’ strike zone analysis in The Science of Hitting. Reuse, repurpose, or recombine existing ideas—yours or others’—to innovate. And be quick to test or prototype your ideas so that you “fail early to succeed sooner.” (44 minutes, 2011)


PREPARING FOR LONG LIFE IN THE 21ST CENTURY

Laura CarstensenProfessor of Psychology Stanford University

Cognitive processing, decision making, memory, and motivation change as we age. Dr. Carstensen shares research findings on motivation grounded in the uniquely human perception of time horizons and the theory of “socioemotional selectivity,” in which our values and goals change over time. As time horizons are constrained, we channel energies into what supports our emotional well being, affecting where we focus attention and what we remember. (52 minutes, 2009)


PREVENTING BURNOUT IN YOUR ORGANIZATION

Christina MaslachProfessor University of California, Berkeley

What can be done about burnout and its high costs, both to the employee and the organization? Professor Maslach describes six contributing factors that increase the risk of burnout and the toll it takes on individuals and job performance. She then suggests intervention strategies that turn the multidimensional syndromes of exhaustion, cynicism and ineffectiveness into energy, involvement and achievement. (53 minutes, 2001)


WHAT DRIVES PHENOMENAL SUCCESS?Colleen BarrettPresident Southwest Airlines

Southwest Airlines started with a simple idea and managed to stick with it through decades of unprecedented growth. According to Colleen Barrett, customers return because they like the experience and they like how they are treated. How do you keep them satisfied? By keeping your employees satisfied. Barrett spends 70-80% of her time assuring that her employees are valued and encouraged to do the right thing rather than doing things right. She acknowledges that you can’t expect employees to be saints, but you can expect integrity and commitment to the team. (50 minutes, 2007)


BUILDING A FEEDBACK-POSITIVE ORGANIZATION

David Bradford, Senior LecturerStanford UniversityScott Brady, CEOFiberTower

An effective leader must be prepared to offer timely and honest feedback, both to employees and to other members of the management team. Whether positive or negative, such input shows concern for the growth of each individual. David Bradford examines what it takes to have a “feedback rich” organization, while Scott Brady provides a first-person, real-world perspective on how feedback propelled his own organization through tremendous growth. (53 minutes, 2005)


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NEGOTIATION: MYTHS, MISPERCEPTIONS AND DAMNED LIES

Margaret A. NealeProfessor of Organizations and Dispute ResolutionStanford Graduate School of Business

• What is your biggest source of power in any negotiation?• How focusing on the upside improves your deal.

It’s better to receive the first offer than to give it. Honesty is the best negotiating policy. Professor Neale cheerfully debunks these and other common beliefs as she shares the results of empirical research on negotiating strategies and the process of “mutual influence” that drives negotiation. Before you begin, you need to determine three things: your bottom line, your optimistic target, and your alternatives if the deal fails. Try to figure out the same of your negotiating counterpart. The more prepared you are, the more flexibility you have in negotiating strategies. (54 minutes, 2010)

Margaret A. Neale is the director of the Influence and Negotiation Strategies Executive Program at Stanford University and the coauthor of three books, including Organizational Behavior: A Management Challenge.


BUILDING A WINNING TEAMJon GordonAuthor of The Energy Bus

• Enhance employee engagement and trust to boost performance.• Eliminate the subtle negativity that can sabotage teams.

Fear and uncertainty in the workplace hurt the morale of teams and lead to pessimism, poor focus and subpar performance. Jon Gordon’s strategies for successfully uniting teams center on his belief that communication is key. Start by sharing a unifying vision that rallies a team toward a common purpose. Stay positive on a daily basis, celebrate successes, and deal with negativity head on. Engage employees by helping them find their own personal vision and their own passion. Finally, focus on creating inspired, committed relationships, and those relationships will deliver top performance. (46 minutes, 2010)

Jon Gordon is a speaker, consultant and author of numerous books, including 10 Rules to Fuel Your Life and The No Complaining Rule.


INCLUDED ININFLUENCE & NEGOTIATION COLLECTION



INFLUENCE & NEGOTIATION

INFLUENCE & NEGOTIATION COLLECTIONThis specially priced, 10-program set provides powerful techniques

that show clear paths to developing and maintaining influence.



Negotiation: Myths, Misperceptions and Damned Lies Margaret Neale Stanford University

Building a Winning Team Jon Gordon Author of

Infinite RealityJeremy BailensonStanford University

Acting with PowerDeborah Gruenfeld Stanford Graduate School of Business

Power of Persuasion Robert Cialdini Arizona State University

Getting the Best from Others Doug Harris Kaleidoscope Group

Influence: How to Build Effective Relationships Carole Robin Stanford University

Skills, Techniques, and Strategies for Effective Negotiations Patrick Cleary Fleishman-Hillard

Power: How to Get It, Use It, and Keep It Jeffrey Pfeffer Stanford University

Fear of Feedback Myra Strober Stanford University

Jay Jackman Psychiatrist

The Energy Bus

ACTING WITH POWER Deborah GruenfeldProfessor Stanford Graduate School of Business

• The body language of power, and how to use it.• Why it’s risky to act more important than you are.

Working well with others is critical to professional success, yet many people struggle with “authority issues” that can block their progress. Professor Gruenfeld combines research on the psychology of power with the acting skills of the theater to illustrate how our nonverbal behavior affects the way we are perceived in a hierarchy—far more than the words or arguments we use. In fact, she notes, our words account for only 7% of our argument’s impact. We can control how we are perceived by using our body language to influence others, including how to “play high” when we want to be authoritative, and “play low” when it’s more advantageous to be approachable. In the end, we’re judged not on the quality of our argument, but on how we act and how we make others feel. (59 minutes, 2012)

Deborah Gruenfeld is a professor of leadership and organizational behavior at the Stanford Graduate School of Business. She earned degrees from Cornell University and New York University, and her PhD from the University of Illinois.DVD or Online Access $95 (see page 2 for details)


THE POWER OF PERSUASION Robert CialdiniRegents’ Professor Arizona State University

• Is it better to tell prospects what they stand to gain or what they stand to lose?• Should a proposal’s weaknesses be acknowledged early or late in the sales effort?

Ethical influence is the foundation of successful leadership, management, sales and customer service. Dr. Cialdini reveals his six principles of influence that form the basis of effective, persuasive appeals: reciprocation, scarcity, authority, commitment, liking, and consensus. In this dynamic, often humorous presentation, he provides clear step-by-step examples of behaviors you can put to use daily to increase your influence. You’ll learn why you say yes to some offers simply based on how they are presented, and how to defend against offers you are not really interested in, no matter how effectively they’re presented. (55 minutes, 2001)

Robert Cialdini is the most frequently cited living social psychologist in the world and the author of Influence: Science and Practice. He earned his PhD from the University of North Carolina, Chapel Hill.


BESTSELLER





Jeremy BailensonAssociate ProfessorDept. of CommunicationStanford University

• Virtual reality is here, it’s affordable, and it’s changing business practices.• Usingvirtualrealitytoinfluence,persuade and teach.• How to turn today’s video gamers into tomorrow’s customers.

Children in the U.S. spend twice as much time playing video games as they do reading. Virtual reality is their medium of choice. What does that mean for your business? To reach future employees and customers, organizations can leverage virtual reality in two ways—internally, as a powerful teaching and learning

INFINITE REALITY: REVEALING THE BLUEPRINTS OF OUR VIRTUAL LIVES

tool, and externally, in marketing and communication practices. Early adopters such as Merrill Lynch, Toyota, LinkedIn and Konica Minolta are already seeing dramatic results in learning simulations, training, and marketing effectiveness.

Professor Bailenson draws on his years of psychology experiments in Stanford’s Virtual Human Interaction Lab to demonstrate, in dramatic video footage, the power of virtual reality. In a virtual environment, subjects can be persuaded more easily, adopt new behaviors, and gain awareness and empathy for others. Already in practice is Bank of America’s online “Face Retirement” campaign, which uses your picture to show you aging, encouraging young customers to put more money into savings. (56 minutes)

Jeremy Bailenson is the founding director of Stanford’s Virtual Human Interaction Lab and the coauthor of Infinite Reality. He earned his BA from the University of Michigan and his PhD in cognitive psychology from Northwestern University.


LEADING IN A CONNECTED WORLDRob CrossProfessor of ManagementUniversity of Virginia

Networks of relationships among employees are increasingly the means by which organizations create value and foster innovation. From ten years of research tracking leaders at over 60 companies, Professor Cross found that top-performing leaders analyze and respond to interpersonal networks differently than leaders who fail. They manage networks to compensate for weaknesses in formal structures, and thus improve collaboration, knowledge-sharing and best practices. In doing so, they are less susceptible to the loss of key contributors whose expertise enables a group to succeed. (59 minutes, 2010)


FEAR OF FEEDBACKMyra Strober Professor Stanford School of EducationJay Jackman Psychiatrist and Human Resources Consultant

Giving feedback to your subordinates can improve their performance and make you look better as a leader. Receiving feedback can enhance your career and make your job more rewarding. Yet there is often a two-way conspiracy of silence that subverts honest feedback and causes a downward spiral of destructive behaviors. Strober and Jackman provide a four-step process for actively pursuing the feedback you need, and methods for giving feedback that allow you to feel comfortable and in control. (51 minutes, 2004)


SKILLS, TECHNIQUES AND STRATEGIES FOR EFFECTIVE NEGOTIATIONS

Patrick ClearySenior Vice President Fleishman-Hillard

A former federal mediator, Pat Cleary shares gems of wisdom from his nearly 20 years of hands-on dispute resolution. He describes common negotiation mistakes that unnecessarily complicate solutions and can prevent you from getting what you want. He provides practical, effective methods that you can use to sidestep the pitfalls and stay focused on getting the best deal possible. (46 minutes, 2006)


INFLUENCE: HOW TO BUILD EFFECTIVE RELATIONSHIPS AND ALLIES

Carole RobinLecturer, Organizational Behavior Stanford University

Whether it’s your boss, peers or direct reports, Carole Robin describes how to use the law of reciprocity and the theory of exchange to create the currencies that matter to potential allies—and create win/win solutions. Dr. Robin explains how the effective use of influence helps you deliver on your promises and produce excellent results, making you one of the “go-to” people in your organization. (46 minutes, 2007)


POWER: HOW TO GET IT, USE IT, AND KEEP IT

Jeffrey PfefferProfessor of Organizational BehaviorStanford Graduate School of Business

Getting a job, having control over your work, and holding on to a job require more than excelling at what you do. They require an understanding of power. Individual power comes from political skill, characterized by social astuteness, networking ability, interpersonal influence, and “apparent” sincerity. And power comes from knowing the rules of the game and being willing to play the game. Seek an objective assessment of your political skills, and then work to improve in areas where you are weak. (56 minutes, 2010)DVD or Online Access $95 (see page 2 for details)

GETTING THE BEST FROM OTHERSDoug Harris Managing Director and Leader The Kaleidoscope Group

Good managers, wanting to do the right thing, can miss the boat when it comes to getting the best out of a diverse workforce. Not wanting to offend, they often choose peace over honest feedback, thereby limiting their people’s potential. Not understanding what motivates each individual, they offer incentives that are not meaningful or encouragement that backfires. Doug Harris asks us to step outside our comfort zone and reap the benefits of expanding our network. He describes steps for acquiring awareness and learning to manage our biases. (48 minutes, 2007)









COACHING A WINNING TEAMTara VanDerveerDirector and Head Coach Women’s Basketball, Stanford UniversityEnshrined into the Naismith Hall of Fame in 2011

A successful team is born of strengthening individual qualities and focusing them on a singular goal. A candid and engaging storyteller, Tara VanDerveer shares the coaching methods that have helped her teams triumph, as well as what she has learned to avoid. Using honesty and positive reinforcement as the cornerstones of her process, she explains her techniques for maintaining team unity and focus. (55 minutes, 1997)


COMMON PURPOSE: GETTING FROM ME TO WE

Joel KurtzmanChairmanThe Kurtzman Group

Companies that achieve and sustain exceptional results over time are made up of people united by a common purpose—one that fosters hard work, sacrifice, and exemplary performance. Successful leaders align the interests of individuals with those of the organization to drive top performance. They create leaders at every level of the organization by communicating and modeling what’s expected, and then providing feedback and celebrating successes. (54 minutes, 2010)


BUILDING PERSONAL NETWORKSJames BaronProfessor Stanford Graduate School of Business

Personal networks can be powerful career tools, helping to drive performance and build influence. They benefit organizations as well, enhancing productivity and improving communication by creating ties to a wide spectrum of otherwise unconnected individuals. Dr. Baron describes the connections that are most likely to advance your career, and he explains how the quality of your network determines whether it obsolesces quickly—or holds up over time. (56 minutes, 2005)


THE STANFORD VIDEO GUIDE TO NEGOTIATINGTHE SLUGGERS COME HOME

This true-to-life drama teaches specific skills that can give you the upper hand in any negotiation, while at the same time maintaining a positive working relationship with the other parties.

LEARN:• About bidding strategies, and the hidden meanings behind bids and offers.• WhenNOTtomakethefirstoffer,andhowto make the right offer when you do.

Whether you are negotiating a contract or simply asking for a raise, this program helps you find creative solutions that can result in the best deal for yourself... without burning your bridges for future business over the long run! (59 minutes)

Online Access or DVD + Study Guide $195 (see page 2 for details)

THE STANFORD VIDEO GUIDE TO FINANCIAL STATEMENTSA TALE OF TWO RESTAURANTS

Want to get more out of financial reports? This entertaining story gives you a revealing look at the accounting standards that dictate how calculations are made, and the assumptions that can make a surprising difference to your bottom line.

LEARN HOW TO:• Unravel the mysteries of the Balance Sheet, Income Statement, and Cash Flow Statement.• Develop a commonsense approach to understandingvalueandprofitability.

Ideal for non-financial managers, this simulated case study compares the financial statements of two restaurants up for sale—and tells the real story behind the numbers. (51 minutes)

Online Access or DVD + Study Guide $195 (see page 2 for details)

STANFORD DRAMATIC VIDEO GUIDES

STANFORD DRAMATIC VIDEO GUIDES

SAVE! Order both Stanford Video Guides for $345!



INTELLIGENT STRATEGY Richard RumeltProfessorUCLA Anderson School of Management

• Steve Jobs’ plan for Apple in 1997: hatchet job or strategy?• Whyfinancialperformancegoalsarenotstrategy.

Bad strategy is long on goals and vision and short on presenting a coherent set of actions for actually solving the fundamental problems facing an organization. Good strategy, on the other hand, flows from an honest diagnosis of your most critical challenge coupled with an action plan for specific objectives that your organization can reasonably accomplish to overcome that challenge. To develop a good strategy, start by using analytic tools to develop insight into your key challenge. Then, define achievable proximate objectives toward your goal, recognize and ride the wave of change in your industry, build a “chain link” barrier to competition, and expect and overcome internal entropy and inertia. (61 minutes, 2012)

Richard Rumelt is the Harry and Elsa Kunin Chair in Business and Society at the UCLA Anderson School of Management and the author of Good Strategy/Bad Strategy: The Difference and Why It Matters.


EXECUTING YOUR STRATEGY: HOW TO BREAK IT DOWN AND GET IT DONE

Raymond LevittProfessorStanford University School of Engineering

• How to align long-term strategy with a continually changing environment.• Why measurable near-term objectives ensure the right projects are executed well.

In an environment of rapid change, executing strategy is increasingly difficult. How do you aim for a target that is shifting—while standing on a destabilized platform? Professor Levitt advises you to plan in detail only as far out as you can see; question assumptions about your markets, resources, and competitors; and revise your rolling plan often as you resolve changing issues. He describes failures caused by companies investing in projects that did not meet the demands of the marketplace or became outdated before they could be released. (53 minutes, 2008)

Dr. Levitt is director of Stanford’s Collaboratory for Research on Global Projects and academic director of its Advanced Project Management executive program.


INCLUDED INSTRATEGY & CHANGECOLLECTION



STRATEGY & CHANGE

STRATEGY & CHANGE COLLECTIONThis specially priced, 10-program set provides leaders ideas

and strategies to effectively and continuously innovate.



Intelligent StrategyRichard RumeltThe Anderson School, UCLA

Executing Your Strategy Raymond Levitt Stanford University

Strategy and thePurpose-Driven LeaderCynthia MontgomeryHarvard Business School

Garage-Based InnovationPhil McKinney Diamond Management Consulting

How to Manage People Through Change Carol Kinsey GomanKinsey Consulting

Getting from Little Bets to Big Breakthroughs Peter Sims Author of

Built to Change Edward Lawler Univ. of Southern California

Christopher Worley Univ. of Southern California

Rapid Transformation Behnam Tabrizi Stanford University

Ann LivermoreHewlett-Packard

Safra CatzOracle Corp.

Change Managementand Strategic Planning Roberta Katz Stanford University

Billion-Dollar Lessons Chunka Mui Diamond Management Consulting

Little Bets

alone is not enough. Cynthia Montgomery makes the case for bringing people back into the equation. Though you start with ideas, you need leaders to construct a company that brings these ideas to fruition. Leadership is required to define your purpose and form a management model that carries it out.

To start, Professor Montgomery suggests thinking about death: the death of your business. What would the world be like without it? Would it be the same? If you don’t make a difference, nobody will mourn you when you’re gone. And if they won’t miss you then, how much do they need you now? Knowing what makes you matter to your customers is critical—but even that is not enough. Whatever constitutes strategic advantage today will eventually change. It takes leadership to watch over an organization, make the hard choices, provide clarity and alignment, and keep everyone fired up and moving ahead together. (58 minutes)

Cynthia Montgomery is most recently the author of The Strategist: Be the Leader your Business Needs.


HOW TO MANAGE PEOPLE THROUGH CONTINUOUS CHANGE

Carol Kinsey Goman, PhDPresident Kinsey Consulting

• Five mistakes leaders make in managing change.• What it takes to go from “surviving change” to “thriving on change.”

Change is no longer an event. Change is business as usual. Customers are demanding more, competition is fierce, and a turbulent economy and technological advances increase the pressure to “do more with less.” Success today is dependent on keeping your work force resilient, positive, and engaged while this rapid (and accelerating) change constantly turns your organization upside down. Yet employees are increasingly skeptical about committing to business strategies that are constantly being redefined. She explains why, as a leader, your actions in the hallways are more important than what you say in the meetings, and how symbols can inspire commitment—or totally sabotage any progress toward your goal. (51 minutes, 2007)

Dr. Goman is the author of nine books, including This Isn’t the Company I Joined—How to Lead in a Business Turned Upside Down.


GARAGE-BASED INNOVATIONPhil McKinneyVice President and CTO, Personal Systems GroupHewlett-Packard Co.

• Practical techniques for unleashing creativity.• When it’s best to tackle the worst ideas.

The drive to invent that Bill Hewlett and David Packard shared when they launched HP in a garage years ago is critical to organizations today. Phil McKinney shares his “FIRE + PO” process for spurring innovation and bringing creative ideas to life. Focus on what you’re going to pursue rather than wait for inspiration to strike. Ideate by brainstorming and asking the “killer questions.” Rank ideas to ensure they meet specific goals. Execute on the ideas with a staged rollout for validation. Perspective then brings the big picture to the process, while observation of problems and opportunities in the field can spark creativity. (53 minutes, 2010)

Phil McKinney, vice president and CTO of HP’s Personal Systems Group, oversees long-range technical strategy and research and development. He is also general manager of the group’s gaming business unit.



BESTSELLER




STRATEGY & CHANGE

• How Gucci achieved the most dramatic turnaround in fashion history.• The danger of contentment and how success can kill your organization.• Why every single employee—at every level— must know your strategy.

In the past 25 years, thousands of articles have been written about strategy, but virtually none about the leadership vital for doing it well. Strategy has been transformed from an art to a science—but science

STRATEGY AND THE PURPOSE-DRIVEN LEADERCynthia MontgomeryProfessor of Business AdministrationDirector of ResearchHarvard Business School

BILLION-DOLLAR LESSONSChunka Mui FellowDiamond Management & Technology Consultants, Inc.

While we are inspired by business success stories, we are educated by business failures. Chunka Mui and Paul Carroll researched 750 of the most significant business failures of the past quarter-century and found the Number One cause of failure was not sloppy execution, poor leadership or bad luck. It was, instead, misguided strategy. Chunka Mui gives examples of the seven most common strategic failure patterns: illusions of synergy, misjudged adjacencies, faulty financial engineering and others. And each pattern has predictable red flags. (48 minutes, 2009)


BUILT TO CHANGE: HOW TO ACHIEVE SUSTAINED ORGANIZATIONAL EFFECTIVENESS

Edward Lawler, ProfessorChristopher Worley Research Scientist University of Southern California

Most organizations are built for stability, not for change. But in today’s competitive environment, you must be ready to change—and change frequently. Lawler and Worley explain how to increase your “surface area” with the outside world, drive leadership to lower levels in the company, and reward decision makers for change management as well as results. (54 minutes, 2006)


GETTING FROM LITTLE BETS TO BIG BREAKTHROUGHS

Peter SimsAuthor of Little Bets

• How risk-averse organizations can capitalize on design school principles.• Overcoming psychological barriers to creative experimentation.

Most successful entrepreneurs don’t begin with brilliant ideas: they discover them through creative trial and error. Using numerous examples, Peter Sims shows how innovative leaders such as Apple, 3M, Toyota and Starbucks share a surprisingly similar approach. They methodically take small experimental ideas through a process of prototyping, testing, failure, and refinement. Their low-risk “little bets” provide critical information for the multiple iterations and successive wins that deliver creative breakthroughs. (51 minutes, 2011)

Peter Sims is the author of Little Bets: How Breakthrough Ideas Emerge from Small Discoveries, and the coauthor of True North. He received his MBA from Stanford University’s Graduate School of Business.



CHANGE MANAGEMENT AND STRATEGIC PLANNING

Roberta KatzAssociate Vice President of Strategic PlanningStanford University

• How to counter the confusion, delay, resistance, andinefficiencythattypicallythwartprogress.• The importance of addressing “What’s in it for me?”

Change inevitably generates resistance. Even the best strategic plans will fail if this resistance is not met and overcome. The challenge is to create a wave of change by gaining commitment from your employees as well as the other stakeholders necessary to make it happen. Dr. Katz explains six principles for effective implementation: leadership, persistence, flexibility, a clear vision, a comprehensive perspective, and a process for adverse opinions. She shares examples and efforts within Stanford University that provide a model for successful change. (47 minutes, 2006)

Roberta Katz has served as senior vice president of Netscape Communications Corp. She earned a PhD from Columbia University and is a graduate of the University of Washington School of Law.




RAPID TRANSFORMATION Behnam Tabrizi Stanford UniversityAnn Livermore Hewlett-Packard Co.Safra Catz Oracle Corp.

The few companies that have succeeded in a fundamental transformation share certain practices, including top-down alignment, high-stamina cross-functional teams, ruthless operational execution, and dramatic cultural change. HP set goals and performance expectations for an overhaul of its operating model, capital structure, R&D investment, and IT infrastructure. Oracle integrated seventy “little companies” into a cost-efficient structure with a top-down sense of urgency and changes in performance incentives to get employees on board. (62 minutes, 2008)





STRATEGY & CHANGE

THE SEARCH FOR LIFE AFTER PLANNING: HOW TO BUILD STRATEGIES THAT GET IMPLEMENTED

John R. (Rick) BertholdPresidentThe Altos GroupAcademic DirectorStanford Managerial Excellence Program

Rick Berthold presents a unique perspective on strategic thinking, one that maintains seamless connections between planning and implementation. Focusing on facilitating communication to assure organizational alignment and effective execution, he provides tools for reviewing progress, making course corrections, and delivering results. (49 minutes, 1997)


THE RISK MATRIX: HOW TO MANAGE INNOVATION, RISK AND REWARD

George Day Professor of MarketingWharton School, University of Pennsylvania

Companies that consistently achieve above-average organic growth pursue a disciplined process—one that distributes innovations across a spectrum of risk. While minor innovations make up 85% to 90% of most development portfolios, these safe innovations can hinder competitive opportunity. It’s the risky “Big I” projects that push companies into adjacent markets or new technologies that drive growth goals. Dr. Day shares how to develop a strategic product plan that results in a greater proportion of high-yield initiatives. (49 minutes, 2008)


STRATEGY BY DESIGN: HOW DESIGN THINKING BUILDS OPPORTUNITIES

Tim Brown President and CEO IDEO

Successful innovations must be desirable to consumers, technically feasible, and viable from a business point of view. But how do you meet these requirements? Tim Brown advocates using the three stages of “design thinking”: inspiration, ideation, and implementation. For inspiration, innovators must look at the world through the eyes of users, studying analogous situations or extreme users to spark a generative process. Ideation, the core of the process, involves prototyping and realistic testing. Implementation begins with storytelling to bring the idea into the world. (47 minutes, 2007)DVD or Online Access $95 (see page 2 for details)

SUSTAINABILITY MATTERSWilliam P. BarnettProfessor Stanford Graduate School of Business

Companies that compete not only on product features and benefits but also on the environmental impact of their activities have the potential to revolutionize how business is carried out. Because industrial evolution is driven more by innovations developed in response to competitive threats than by explicit corporate strategies, green businesses can steer their industries’ evolutionary path. And green companies that develop internal leaders at various levels of the organization can influence their supply chain’s business practices, further increasing their environmental impact. (58 minutes, 2010)


BILL GATES IN CONVERSATION WITH STANFORD PRESIDENT JOHN HENNESSY

Bill GatesChairmanMicrosoft Corp.

Providing historical perspective, this rare interview with Bill Gates shares where he saw technology to be headed as well as his goals for Microsoft—advances in networking and application interactivity; increases in reliability and ease of use; and improvements in productivity as information sharing becomes more efficient. In a candid question-and-answer session led by John Hennessy, Gates responds to issues ranging from privacy and security concerns to intellectual property protection and limitations on broadband access. (57 minutes, 2002)


THE OPPORTUNITY AND THREAT OF DISRUPTIVE TECHNOLOGIES

Clayton ChristensenProfessor Harvard Business School

Many of history’s greatest growth markets were created by a disruptive technology that enabled a larger population of less-skilled people to do things previously limited to expensive specialists in centralized settings. But these innovations usually faced resistance from traditional organizations built on processes and values that impede progress. Dr. Christensen shows that to create new business in emerging markets, you need appropriate management of technological innovation and the ability to find new markets for new technologies. (59 minutes, 2000)



STRATEGY & CHANGE

CREATING WINNING SOCIAL MEDIA STRATEGIES

Charlene LiFounder Altimeter Group

• How to attract customers with tools like blogs, Facebook and Twitter.• Thebenefitsofsocialmedia’stwo-way relationships—and the risks.

Traditional one-way, seller-to-buyer communication is evolving into a two-way dialog, as social media technologies give buyers a voice. With examples from Oracle, Southwest Airlines, and Walmart, Charlene Li shows how to use the dialog to strengthen relationships with customers. First, uncover what people want from you—such as product information, customer service, or input into product development. Identify the “realist/optimist” in your organization to jumpstart the process. Craft metrics and policies aligned with your business goals. And then “prepare to let go” of control. (54 minutes, 2009)

Charlene Li is publisher of The Altimeter blog and coauthor of Groundswell: Winning in a World Transformed by Social Technologies.


INCLUDED INSALES & MARKETING COLLECTION

BESTSELLER

DON’T JUST SET PRICES: MANAGE THEM STRATEGICALLY

Tom NagleChairman and CEO Strategic Pricing Group

• Influencepriceexpectationsratherthanreact to them.• Know when “price sensitivity” is actually a response to poor pricing policies.

Traditional pricing methods involve a trade-off. You want to charge as much as you can in order to maximize profits, but not so much that there is a negative impact on sales. So when a customer rejects your price, does it mean that the price is too high? According to Tom Nagle, not necessarily. To get customers to pay for value, he maintains, you need to approach your markets proactively, with communications that justify your price in terms of value. You need to manage a price structure that tracks with value, and a pricing process that forces customers to acknowledge value. (57 minutes, 2005)

Tom Nagle received his PhD from UCLA and is the author of the seminal work, The Strategy and Tactics of Pricing.




SALES & MARKETING

SALES & MARKETING COLLECTIONThis specially priced, 10-program set offers innovative marketing

and sales strategies for today’s competitive markets.



Creating Winning Social Media Strategies Charlene LiAltimeter Group

Don't Just Set Prices: Manage Them StrategicallyTom NagleStrategic Pricing Group

Customer Centric InnovationLara Lee Continuum

Strategies for SellingJames HealyLogic Vision

The Brand RaceDavid Aaker Haas School of BusinessUC Berkeley

The Best Service is No ServiceBill PriceLime Bridge

Leveraging China and India for Global AdvantageAnil GuptaUniversity of Maryland

Organizing Your Business Around the CustomerRoger SiboniE.piphany

Creating Infectious ActionJennifer Aaker Stanford Graduate School of Business

Finding Untapped Growth in Existing Markets James HollingsheadDeloitte Consulting

improvement and consistent growth. She shares examples of how she implemented this at Harley-Davidson, as well as the successes of Zipcar, Chipotle, Interface FLOR, Zappos, and more.

Sustained customer-focused innovation takes a disciplined approach to five key practices: empathy, clarity, commitment, agility, and leadership. Walk in your customers’ shoes to intuitively understand their experience. Be fully aware of your organization’s strengths and weaknesses. Build a common sense of direction and purpose among your employees. Take strategic, calculated risks but cut losses early and often. And as a leader, connect with others through personal stories and always lead by example. (53 minutes)

Named one of 25 “Masters of Innovation” by Business Week in 2006, Lara Lee was a principal of Jump Associates prior to Continuum, and earlier was vice president of Harley-Davidson’s Enthusiast Services Division She earned a BA from Brown University and MBA/MA degrees from The Lauder Institute and Wharton School, University of Pennsylvania.


STRATEGIES FOR SELLINGJames T. HealyPresident and CEOLogicVision, Inc.

• Why every one of us needs to know how to “sell.”• How to play to the decision maker’s personal agenda.• How to change your tactics while keeping your strategy immutable.

Sales is the life blood of every company. Developing the product can pale in comparison with getting out there and trying to sell it. Yet selling is a footnote in the curriculum of many MBA programs. As Jim Healy points out, if you underestimate the critical importance of selling, you can lose opportunities and risk getting sidelined by the competition. You need a fundamental understanding of the four dynamic and interactive aspects of selling: analyzing the opportunity, positioning the solution, aligning with the power base, and overcoming resistance to buying. (47 minutes, 2006)

Jim Healy is president and CEO of LogicVision, Inc. He has held senior leadership positions in Spirox, ASAT USA, FormFactor, Inc. and Credence Systems.



THE BRAND RACE: HOW TO RISE ABOVE THE COMPETITION

David AakerVice Chairman, Prophet Professor Emeritus Haas School of Business University of California Berkeley

• How “must-have” product innovations knock out competitors. • Giving a weakened brand new energy.

Incremental product improvements have little impact on the dynamics affecting market share. In industry after industry, the brand race is won instead by innovations that define new categories and make competitors irrelevant. From Chrysler’s debut of the mini-van to salesforce.com’s shift from software to the cloud, truly transformational innovations can be game changers. Win brand relevance by timing product innovations to market need, tapping underserved segments, building a robust customer relationship, erecting barriers to competition in execution, and becoming an exemplar brand. (52 minutes, 2011)

David Aaker is professor emeritus of marketing and public policy at UC Berkeley’s Haas School of Business and vice chairman of Prophet. He is also the author of Brand Relevance: Making Competitors Irrelevant.




• Five practices for sustained innovation through a customer focus.• How Apple’s self-awareness and customer- awareness turned it around.• Successful customer-centric leaders walk the talk, with authenticity.

Listen to your customers, understand what’s bothering them, solve their problems, fulfill their dreams, let them know you care, and put them at the center of your growth plan. According to Lara Lee, this intensive customer focus is the most effective means of achieving the rich pipeline of innovation that leads to continuous

CUSTOMER-CENTRIC INNOVATIONLara LeeChief Innovation and Operating OfficerContinuum


SALES & MARKETING

FINDING UNTAPPED GROWTH IN EXISTING MARKETS

James Hollingshead, PhDPrincipal Deloitte Consulting

You’re under constant pressure to grow, but it’s tough to find new avenues of growth within existing lines of business. Fortunately, growth is available in almost every market if you look for it in the right way. Start by analyzing which customer behaviors make money (and lose money) for your organization. Then, segment customer groups in ways that allow you to explain those behaviors, and find actual customers in the real world. Dr. Hollingshead details the specific tools required for implementing this process and uncovering hidden opportunities for growth. (53 minutes, 2006)


CREATING INFECTIOUS ACTION: HOW TO MAKE IDEAS TAKE FLIGHT

Jennifer AakerProfessor of Marketing Stanford Graduate School of Business

• The nuts and bolts of using social media for viral marketing.• What causes a campaign to become infectious?

Social media rapidly transmits brand messaging and lets the audience engage and interact—steps that are key to viral marketing. From her research on consumer psychology and marketing strategy, Dr. Aaker identifies four components of an infectious campaign. First, focus on one goal that is actionable and measurable. It should have the potential to unleash feelings of happiness, which are contagious. Second, grab attention to your campaign by doing the unexpected, triggering a visceral response, or providing a visual hook, such as the cancer awareness ribbons. Third, tell an engaging, authentic story that makes an emotional connection. And fourth, enable others to easily take action toward your goal by spreading the word. (51 minutes, 2011)

Jennifer Aaker is a professor of marketing at Stanford and the coauthor of The Dragonfly Effect: Quick, Effective and Powerful Ways to Harness Social Media for Impact.


THE BEST SERVICE IS NO SERVICEBill PricePresident, Driva Solutions CoFounder, LimeBridge

• The seven principles of best service.• How to engineer out the need for customer service.

Bill Price argues that companies should challenge the need, fundamentally, for customer service. This game-changing approach treats service as a data point of dysfunction since it is almost always needed either to fix mistakes or to resolve customer confusion. Sharing examples from his experiences in the U.S. Navy and with MCI and Amazon, as well as those of Toyota, he emphasizes that no technology is necessary in order to adopt a “no service” mindset. Any manager can ferret out contacts between customer and company to create self-correcting systems, reduce demand, and leverage self-service options actually preferred by customers. (52 minutes, 2007)

Before Driva Solutions and LimeBridge, Bill Price was first global vice president of customer service for Amazon.com. He graduated from Dartmouth College and the Stanford Graduate School of Business.




BESTSELLER

LEVERAGING CHINA AND INDIA FOR GLOBAL ADVANTAGE

Anil Gupta, PhDProfessorUniversity of Maryland

China and India share distinct economic realities: they offer mega markets and mega growth via micro customers; they are platforms for reducing global costs and boosting innovation capabilities; and they are springboards for the rise of new competitors. Most companies ignore these realities, but instead see only the opportunities for off-shoring and cost reduction. Professor Gupta describes successful efforts based on broader perspectives and multi-pronged, multi-year strategies. (56 minutes, 2009)



ORGANIZING YOUR BUSINESS AROUND THE CUSTOMER

Roger SiboniChairman E.piphany

Not all customers are created equal. Ten percent of your customers often provide ninety percent of your profits. The best usage of customer relationship management (CRM) is to enhance the experience for profitable customers, to bring down costs by automating unprofitable ones, and to gain market share through customer retention and personalization at the point of sale. This requires the reinvention of how every department in the company interacts with customers. (55 minutes, 2003)




22

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