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EXECUTIVE BRIEFINGSVIDEO STREAMING AND DVDS

ISSUE XXXIV

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Authentic Leadership Lloyd MinorPage 7

Managing Trust: Moving from License to Operate to License to Lead Richard EdelmanPage 7

The Business of Change Garth SalonerPage 19

Creativity: The Pixar Process Ed CatmullPage 10

Leveraging What Small Business Knows Paul OyerPage 10

E-Economics: Demystifying Bitcoin Susan Athey1

The Changing Landscape of Marketing Itamar SimonsonPage 21

Dear Colleagues and Friends,

Each month, we sponsor a business presentation here on the Stanford

campus. These engaging, thought-provoking talks by business leaders

and academic experts are available to you on DVD or streamed online.

In this issue, we are pleased to introduce the 7 new briefings listed

below. We are also introducing an exciting new pricing structure for

both DVDs and online delivery which can be found on page 3.

You can now order the new 5-program Best Seller Collections by

discipline or the entire library at substantial discounts. You are also

welcome to preview clips of all of our programs at

www.executivebriefings.com.

We hope you can personally attend one of our briefings 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

Table of ContentsNew Pricing 3

Executive Leadership 4

People & Productivity 8

Influence & Negotiation 14

Strategy & Change 17

Sales & Marketing 20

Guide to Negotiating 22

Guide to Financial Statements 22

70 Program Library Series 23

Ordering Information 24

Executive Briefings Programs

New Speakers

2

Stanford Executive Briefings Savings

New Pricing Now Available!

5 Ways to Order:1. Phone: 800-989-8273 or 415-381-93632. Online: http://orders.executivebriefings.com3. Email: [email protected]. Fax: 415-381-98015. Mail: Kantola Productions, 55 Sunnyside Ave., Mill Valley, CA 94941

Anytime, Anywhere Online Access

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Any 5 Online Briefings (Best Value) $195 (additional Briefings $39 each)

70 Program Online Library (Best Company Value) $2,995 (company-wide, up to 500 viewers)

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Any 5 DVD Briefings (Best Value) $295 (additional Briefings $59 each)

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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)

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.

DVD $95 or Online for $49 (see page 3 for details)

time” that leaders can make a positive, constructive impact on others. To sustain the impact of these touchpoints requires a combination of self-awareness and staying alert to what matters most with your strategy, your people, and your actions. 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.


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“leadingfrombehind.”

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

THE ART OF LEADERSHIP: ONE TOUCHPOINT AT A TIME

Doug ConantCEO, ConantLeadership.comFormer CEOCampbell Soup Co.

• Thetransformativepowerofahumanconnection.• Guidingotherswitha“listen,frame,andadvance” mindset.

Early in his career, after nine years with General Foods, Doug Conant was unexpectedly laid off from his job. It was devastating, he recalls, yet kind words from an outplacement counselor not only got him through it, but helped shape his approach to leadership success. It’s in the moments of saying “just the right thing at just the right

4 SPECIAL - ORDER 5 OR MORE DVD’S FOR $59 EACH OR $39 EACH FOR ONLINE ACCESS

EXECUTIVE LEADERSHIP

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5-Title Leadership Collection:DVD $295 or Online $195 Or build your own Collection: Any 5+ titles – DVDs $59/each or Online/$39 each, per viewer.

SAVE with our pre-selected Leadership Collection or Build Your Own!

Executive Leadership Best Sellers Collection

comfort zone generated the creative tension needed to keep him focused and take his skills to another level. How a diverse team can surmount its cultural, racial, geographic and socio-economic differences and become the stronger team for it. And how accountability starts at the top and has to permeate the team in order for the team to succeed. (49 minutes)

Mr. Young, a former quarterback with the San Francisco 49ers and the highest-rated quarterback in NFL history, is a managing director and cofounder of Huntsman Gay Global Capital.


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)

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.


in consumer expectations. In this highly informative presentation, Smith shares secrets that have led to revolutionary new products, sky-high productivity, and a ranking on Fortune’s 100 Best Companies to Work For. (49 minutes)

Intuit’s flagship brands include QuickBooks, Quicken, and TurboTax. 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.


LEADERSHIP LESSONS FROM THE GRIDIRON

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

• Themetaphysicsof“throwingblind.”• Howcreativetensionfocusesyourattention andupsyourgame.

How do you complete a pass to Jerry Rice, who is wide open, when you can’t see over a wall of defensive linemen? In this fast-paced and entertaining talk, Steve Young shares not only how he solved this seemingly insurmountable challenge during his pro football career, but also his lifelong takeaways from the game. How being pushed beyond his

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THE VALUES-BASED LEADERHarry KraemerProfessor Northwestern UniversityExecutive Partner Madison Dearborn Partners

• Keyprinciplesofvalues-basedleadership.• Focusondoingtherightthing,notjustbeingright.

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

STRATEGY FOR TRANSFORMATIONAL CHANGE

Brad Smith President and CEO Intuit Inc.

• Whyleadershipisthequestionsyouask,notthe answersyougive.• Howtoinspireactionbyorganizingforfailure.

When Brad Smith took over as CEO, Intuit founder Scott Cook advised him to “Question everything.” Using this as his mantra, Smith set out to create innovative business structures that built on Intuit’s strengths and retained market dominance in spite of an explosion in social media, unforeseen technology shifts, and radical changes

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THE INSPIRING LEADERJack ZengerCEOZenger Folkman

• Whatonecriticalcompetencydoleadersneed?• Howcharismaticleadersconnectwithothers.

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)

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.


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

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)


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)


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

George Zimmer succeeded in the retail industry by breaking many of the industry’s rules. The foundation of his success was his approach to corporate culture, which centered on “servant leadership” values. These values 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)


COLLECTIVE LEADERSHIPJim QuigleyCEO Deloitte Touche Tohmatsu Ltd.

• Howtoachievealignmentaroundyourstrategy.• Askyouremployeeshowtheywanttowork together—and listen.

A leadership style that fosters collaboration will galvanize employees to work toward common goals. From case studies and research on over 60 companies, 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, depending on specific business processes. Survey your employees to use the style that best meets their expectations, says Quigley, and intervene if there’s a significant leader/follower mismatch. (52 minutes)

Jim Quigley is CEO of Deloitte Touche Tohmatsu Ltd. and coauthor of As One: Individual Action, Collective Power.


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MANAGING TRUST THROUGH TRANSPARENT LEADERSHIP

Richard EdelmanPresident & CEO Edelman

• 16attributesthatbuildtrust,startingwith: “Runagoodoperation.”• Whyyouneedtoaddressthemacrosituation, notjustthenewproductorfactory.

Edelman’s annual “Trust Barometer” surveys opinion elites and mass populations across 27 nations, including both developing and developed countries. The latest statistics show a flat-lining trust in business along with more calls for regulation—in spite of steadily dropping confidence in government officials and their ability to get this done. These trends should be a wake up call for every business. (48 minutes)

Edelman is the world’s largest public relations firm, with 67 offices and more than 4800 employees worldwide. Among this firm’s many ground-breaking PR innovations were creating the first free consumer helpline (“Butterball Turkey Talk-Line”) and becoming the first PR firm on the web. Edelman recently helped Starbucks reach a record $11.7 billion in revenue with a comprehensive 40th Anniversary campaign.


AUTHENTIC LEADERSHIPLloyd MinorDeanStanford University School of Medicine

• Theneedtohirepeoplewho“complement” you—not“compliment”you!• Waysyouearntherighttomakechanges: Listen,recalibrate,embraceopportunity.

Vision is important in a leader, but vision is derivative. Before you can articulate a vision that is meaningful, you have to understand an organization, its people and culture, and the broader landscape in which the organization is functioning. This requires asking questions, and learning which questions lead to the right answers. And it requires developing empathy so you can avoid the “attribution error,” understand opposing points of view, and discover where opportunities for change occur. (52 minutes)

Lloyd B. Minor, MD is the Carl and Elizabeth Naumann Dean of the Stanford University School of Medicine. He also serves as a professor of Otolaryngology–Head and Neck Surgery and professor of Bioengineering and of Neurobiology, by courtesy, at Stanford University. Previously, Dr. Minor was provost and senior vice president of academic affairs at The Johns Hopkins University. He has published more than 140 articles and chapters, and is a member of the Institute of Medicine of the National Academy of Sciences.


SCALING UP EXCELLENCEDr. Robert I. SuttonProfessor of Management Science and EngineeringStanford University

Scaling is never quick and easy—it takes daily dirty work to make it happen, and even then it’s a ground war that can go on for years. Ultimately, you can’t win unless you scale up in excellence as you scale up in size. Excellence can’t be commanded from above. It must be made contagious, individual to individual. The trick is in knowing how to transfer the right mindsets and best practices without “voltage loss” as they spread. And most of all you need to remember that growth in excellence is not just about adding—it’s about subtracting whatever you are doing that is getting in the way. (53 minutes)


REVOLUTIONARY LEADERSHIP Gary HamelVisiting Professor London Business SchoolDirectorManagement Innovation eXchange (MIX)

Today’s organizations face accelerating change, intensifying competition, rapid commoditization, and a historic shift in bargaining power from producer to consumer. However, our bureaucratic structure of management, invented a century ago, was designed to drive control and efficiency into large enterprises—not rapid response and innovation. To survive, organizations must reinvent management to inspire continual invention and adaptability in all employees. (60 minutes)

DVD (Online Access is not available) $95

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SEVEN PRINCIPLES FOR BUILDING SUCCESSFUL BUSINESSES

David DeWaltPresident McAfee, Inc.

“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)DVD $95 or Online for $49 (see page 3 for details)

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PEOPLE & PRODUCTIVITY

5-Title People & Productivity Collection: DVD $295 or Online $195Or build your own Collection: Any 5+ titles – DVDs $59/each or Online/$39 each, per viewer.

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HAPPINESS MATTERS: CREATING A CULTURE FOR BUSINESS TO THRIVE

Tony HsiehCEO Zappos.com, Inc.

• The“woweffect”asamarketingstrategy.• Ifyouinspireemployees,motivationtakescare ofitself.

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 with hiring and retaining employees

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based on their commitment to its core values. (63 minutes)

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 received his BS in computer science from Harvard University and is the author of Delivering Happiness.



GEN Y DECODED: INSIGHTS AND TACTICS FOR LEADERS

Kit YarrowProfessor of Psychology and MarketingGolden Gate University

• They’renotjustyoung,they’redifferent.• Whymeaningfulworkmaytrumpsalaryas amotivator.

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

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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)

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.


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

• Howourwesternizedlifestylecanmakeussick.• Whydosomepeoplecopewithstressbetter thanothers?

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)

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


HOW GREAT COMPANIES ACHIEVE EXTRAORDINARY RESULTS WITH ORDINARY PEOPLE

Charles O’Reilly IIIProfessor Stanford Graduate School of Business

• Commonassumptionsaboutworkersthatare totallywrong.• Peoplepracticesthatcandoubleproductivity.

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

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MANAGING THE MILLENNIALS Alec LevensonSenior Research ScientistCenter for Effective OrganizationsUniversity of Southern California

• Lifecyclechangesthataffecteverygeneration andwhythisoneisdifferent.• Whyburnoutamonghighperformersoften goesunoticed—untilit’stoolate.

New generations entering the job market have always caused disruption for coworkers and created challenges for managers from previous generations. The Millennials now entering the job market are no different. They share the tendency (and the freedom) of previous younger workers to change jobs more frequently, champion new technology and challenge the status quo.

But there are cultural differences unique to this generation that demand new management approaches. Alec Levenson’s research of over 40,000 employees, comparing Millennials to Generation X, shows significant differences in their needs for flexibility, team cohesion, and supervisor support and appreciation. How do you maximize your Millennials’ contributions, channel their energies and maintain their focus? Dr. Levenson provides insights critical for the recruitment, compensation and retention of both Gen X and Millennial employees. (53 minutes)

Alec Levenson’s research focuses on metrics and ROI of human capital, including global and emerging market talent strategies. He works with Fortune 500 companies to optimize performance and HR systems through organization design and strategic talent management. Dr. Levenson earned his PhD in economics from Princeton University.


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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)

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.


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their advantages while creating a workforce that has the incentives of a small business? And where do unique opportunities lie for small businesses? Paul Oyer provides answers based on his research, traveling to small businesses across 27 states. He tells the stories of successes and failures he found on the road. (55 minutes)

Paul Oyer is the Fred H. Merrill Professor of Economics at the Stanford Graduate School of Business. He is also a Research Associate with the National Bureau of Economics, Editor-in-Chief of the Journal of Labor Economics, and the co-author of Roadside MBA.


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• Whattodoifthebabyisugly—whyearly versionsofthebestfilmstendto“suck.”• Howtoremaininthedynamicmiddleofthe “dumbquotient.”• Thebestmixforyourteam:experienced memberstorecognizeamistakeandnew onestointroduceanelementofrisk.

When your goal is to lead a more creative team, your job is not to make your people more creative. Your job is to remove the barriers that get in the way. This starts with observing the dynamics of your team before you judge the merits of their work. Are they grandstanding? Afraid of looking stupid? Magic only happens when the group is so focused on a problem

that everyone forgets about their standing in the room. Even if they start heading off in the wrong direction at times, a team that is functioning well ends up in a better place in spite of mistakes made along the way.

With fascinating insights about the creative process at Pixar and Disney, Ed Catmull suggests that whatever conclusions you have drawn, you need to hold them lightly. Being successful doesn’t necessarily mean you should keep doing what you’re doing. And efficiencies that make your processes less expensive and better are critical to protect your future, but they can’t be the goal. Excellence has to be the goal—or you won’t have a future to protect. (53 minutes)

Ed Catmull is a co-founder of Pixar Animation Studios. He has received five Academy Awards. Among many notable achievements in both shorts and feature films, Pixar’s “Toy Story 2” was the first film to be entirely created, mastered and exhibited digitally, and “Toy Story 3” was the first animated film to gross a billion dollars.



• Whatcanbigbusinesslearnfromsmall businesssuccess?• Whythe“ownershipmentality”ofsmall businessissopowerful.• The3bestwaystosolveincentiveissueswith youremployees.

While big companies have many advantages—lower production costs, greater bargaining power, access to financial markets—a clear disadvantage is the separation between management and ownership. Small businesses, on the other hand, often have the distinct advantage of operating with an ownership mentality that allows them to move more quickly with a more motivated workforce. So how can big businesses retain

CREATIVITY: THE PIXAR PROCESS

LEVERAGING WHAT SMALL BUSINESS KNOWSPaul OyerProfessor of Economics Stanford University

Ed CatmullPresidentWalt Disney and Pixar Animation Studios

IDEA HUNTING: KEY PRINCIPLES FOR SPAWNING GREAT IDEAS

Andy BoyntonDean, Carroll School of ManagementBoston College

Business titans Thomas Edison, Henry Ford and Walt Disney shared a common practice: they systematically sought out new, creative ideas from diverse sources to propel invention. To become an effective idea hunter, be receptive to creative 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. (44 minutes)


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

Robert SuttonProfessor of Management Science and EngineeringStanford University

Good bosses are “perfectly assertive”: they are aware of people’s reactions to them, and adjust. 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)


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CREATIVE CONFIDENCE: HOW TO DRIVE INNOVATION

David KelleyProfessor, Stanford UniversityFounder, IDEOIn conversation with:Jim PlummerDean of Engineering, Stanford University

• Thefalsepremiseof“creatives”vs.“non-creatives.”• Howtoachieveastructurethatmakesthe creativeprocesssustainable.

David Kelley’s human-centered “design thinking” requires building empathy for the end-users of whatever product, service or environment you are creating. This empathy helps you understand users’ needs and gives you the motivation to make their lives better. But empathy alone is not enough. If you want to innovate routinely, you must have a process. And you must be mindful of your process so you can improve upon it every time you go through it. (31 minutes)

David Kelley is distinguished not only as the founder and head of Stanford’s Institute of Design, or “d.school,” but also as the founder and chair of IDEO, a worldwide leader in business innovation processes and user-centered design. Among numerous awards, Kelley was recognized in Stanford’s 100-year retrospective on academic excellence for encouraging “the melding of can-do spirit with limitless imagination.”


THE INNOVATION ENGINETina SeeligExecutive DirectorStanford Technology Ventures Program

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. We are born with imagination 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)DVD $95 or Online for $49 (see page 3 for details)

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

• Failuresofmatrixmanagementandtheneed forauthoritywithresponsibility.• Howworryingaboutapenny(oramillion dollars)cankillasuccessfulnegotiation.

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 strategy can quickly end up with an operational mess on their hands. 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. Jon Levin, Stanford Professor and Economics Department Chair, leads an insightful interview in which Ed Whitacre shares the core management principles that catapulted him to 17 years as chairman and CEO of AT&T and, lured out of retirement, as chairman and CEO of General Motors Co. (48 minutes)

Ed Whitacre is the author of American Turnaround: Reinventing AT&T and GM and the Way We Do Business in the USA.



MINIMIZING GENDER BIASES IN THE WORKPLACE

Shelley CorrellProfessor of Sociology Stanford University

• Whybothmenandwomenareproneto gender stereotyping.• Sixstrategiestoreduceoreliminate gender bias.When we process a lot of information in decision-making, such as evaluating candidates for a position, we unconsciously use cognitive shortcuts, including gender stereotypes, to speed the process. Unfortunately, these stereotypes bias our evaluations and often give men the edge. Drawing from compelling research, Dr. Correll maintains that women are held to higher standards than men, pay a penalty for being mothers, and experience the classic double bind of being viewed as either competent or likable, limiting their rise in organizations. (55 minutes)

Shelley Correll is the Director of the Clayman Institute for Gender Research at Stanford University. She earned her BA from Texas A&M University and her MA and PhD from Stanford University.


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

George AndersAuthor and Founding Writer Bloomberg View

• Howworld-classorganizationsgettalentright.• Compromiseonexperience;don’tcompromise oncharacter.

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)

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.


EMOTION VS. ANALYTICS: DECISION MAKING AND THE BIASED BRAIN

Baba ShivProfessor of MarketingStanford Graduate School of Business

• Howtobedecisiveandconfidentindecisionmaking.• Whystartingwithpricecanleadtobaddecisions.

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)

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.


BUILDING A FEEDBACK-POSITIVE ORGANIZATION

David Bradford, Senior LecturerStanford UniversityScott Brady, CEOFiberTower

• Howregular,specificandface-to-facefeedbackcan regenerateyourorganization.• Thethreebuildingblocksofthefeedback-positive organization.

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)

David Bradford is a coauthor of several books, including Managing for Excellence.

Scott Brady was previously with Clarus Corporation and with Andersen Consulting (Accenture).



JUDGING TALENTFrank FlynnAssociate Professor of Organizational BehaviorStanford Graduate School of Business

• Whathiringtoolsarethebestpredictorsof jobperformance?• 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)

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.


MINDSET, MOTIVATION AND LEADERSHIPCarol DweckProfessor Stanford University

• Howyourmindsetaboutintelligenceaffects long-termachievement.• Whyeventhemostcharismaticleaderscanfail.

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)

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.


WHAT DRIVES PHENOMENAL SUCCESS?Colleen BarrettPresidentSouthwest Airlines

• SecretsofSouthwest’sclimbfromhumble beginnings to admired enterprise.• Thepowerofgivingemployeesthefreedomto bethemselves.

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 the way they are treated. And how do you keep them satisfied? By keeping your employees satisfied. Barrett spends 70-80% of her time ensuring that her employees are valued as people, 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. Her guiding rule is to hire on attitude and then train for skills, seeking individuals who will take the business seriously—but not themselves. (50 minutes)

Colleen Barrett has been with Southwest from the beginning, previously serving as vice president of administration, and executive vice president of customers.


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WHY DON’T WE NATURALLY MAKE GOOD DECISIONS?

Ron HowardProfessorStanford University

• Howtheendowmenteffect,theconjunction fallacy,andanchoringleadtobaddecisions.• Whywetendtodisregardprobabilitywhen makingadecisionunderuncertainty.

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. Most of us can’t stop our emotions from having more sway than rational deliberation. Dr. Howard delineates the elements of high-quality decisions: 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)

Dr. Howard is a professor of management science and engineering at Stanford University’s Graduate School of Business.



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)

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


BUILDING A WINNING TEAMJon GordonAuthor of The Energy Bus

• Enhanceemployeeengagementandtrustto boostperformance.• Eliminatethesubtlenegativitythatcan 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.

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INFLUENCE & NEGOTIATION

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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)

Robert Cialdini is the most frequently cited living social psychologist in the world and a recipient of the Distinguished Scientific Achievement Award of the Society of Consumer Psychology. The author of Influence: Science and Practice, he holds a BA from the University of Wisconsin and a PhD from the University of North Carolina, Chapel Hill.


THE POWER OF PERSUASION Robert CialdiniRegents’ Professor Arizona State University

• Isitbettertotellprospectswhatthey standtogainorwhattheystandtolose?• Shouldaproposal’sweaknessesbeacknowledged earlyorlateinthesaleseffort?

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

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you want. He then provides practical, effective methods for sidestepping the pitfalls and staying focused on getting the best deal possible. He explains how to test stakeholder commitment on the issues, what you should always take off the table, and when to recognize that “no” doesn’t mean “no,” and “final” doesn’t mean “final.” (46 minutes)

Pat Cleary is the author of The Negotiation Handbook and former senior vice-president of the National Association of Manufacturers, the largest industrial trade association in the U.S.


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)

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.


NEGOTIATION: MYTHS, MISPERCEPTIONS AND DAMNED LIES

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

• Whatisyourbiggestsourceofpowerinany negotiation?• Howfocusingontheupsideimprovesyourdeal.

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.

SKILLS, TECHNIQUES AND STRATEGIES FOR EFFECTIVE NEGOTIATIONS

Patrick ClearySenior Vice President Fleishman-Hillard

• Ninerulesforgettingthebestdeal.• Howespionageandempathygetyouprepared.

A former federal mediator, Pat Cleary has been involved with just about every kind of negotiation. In this entertaining presentation, he shares gems of wisdom from his nearly 20 years of hands-on dispute resolution. Cleary describes common negotiation mistakes that unnecessarily complicate solutions and can prevent you from getting what

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when we want to be authoritative, and “play low” when it’s more advantageous to be approachable. (59 minutes)

Deborah Gruenfeld is a professor of Leadership and Organizational Behavior at the Stanford Graduate School of Business. She received her BA in psychology from Cornell University, her MA in journalism from New York University and her PhD in psychology from the University of Illinois.


ACTING WITH POWER

Deborah GruenfeldProfessor of Leadership and Organizational Behavior Stanford Graduate School of Business

• Thebodylanguageofpower,andhowtouseit.• Whyit’sriskytoactmoreimportantthanyouare.

Working well with others is critical to 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 show how our nonverbal behavior affects how we succeed in a hierarchy—far more than our words or arguments. We can control how we are perceived by using our body language to influence others, including how to “play high”

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

• Howtobecomfortablewithdiscomfort.• Whywecan’tseeourownprivilege—but outsiderscan.

Good managers, wanting to do the right thing, often miss the boat when it comes to getting the best out of a diverse workforce. Not wanting to offend, they 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 and alienates their staff. Doug Harris explains the steps for acquiring awareness and managing biases. (48 minutes)

Doug Harris began his career with Procter & Gamble and Scott Paper and later founded Samuel Roberts & Associates, an executive search firm. He is Advisor for the Diversity Committee for Chicago SHRP.


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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)


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)


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)


INFLUENCE: HOW TO BUILD EFFECTIVE RELATIONSHIPS AND ALLIES

Carole RobinLecturer, Organizational Behavior Stanford University

• Howtoinfluencewhereyouhavenoauthority.• Wheninfluencebackfires:doingtoomuch withoutaskingforpaybackinreturn.

As work increasingly cuts across boundaries, it’s necessary for you to influence people at all levels of your organization in order to get your job done. Whether it’s your boss (or your boss’s 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. This in turn makes your circle of influence grow ever larger. (46 minutes)

Carole Robin has a Master’s degree in Organization Development and a PhD in Human and Organization Systems.



INTELLIGENT STRATEGY

Richard RumeltProfessorUCLA Anderson School of Management

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)


STRATEGY AND THE PURPOSE-DRIVEN LEADER

Cynthia MontgomeryProfessor of Business AdministrationDirector of ResearchHarvard Business School

Whatever constitutes strategic advantage today will eventually change. That’s why you can’t outsource strategy. 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)


STRATEGIC DECISION-MAKINGDavid DemarestVice President for Public Affairs Stanford University

Strategic decision-making is both sequential and dynamic. You must begin with understanding context. Next clarify your objectives. Only then can you visualize tactics for achieving those objectives. No step in the process can exceed in quality the step that precedes it. If your research is not world-class, then your tactics will not be world-class. And since circumstances are constantly shifting, your strategy must dynamically respond to changes in context in order to remain vibrant and relevant. (58 minutes)


PLAYING TO WIN: HOW STRATEGY REALLY WORKS

A.G. LafleyFormer Chairman and CEOProcter & GambleRoger L. MartinDean, Rotman School of ManagementUniversity of Toronto

Most companies aren’t winning today—not because of the economy, rapid change, or rising complexity. It’s because they confuse strategy with vision and don’t make the critical decisions it takes to win. Using the example of P&G’s dramatic turnaround of its Olay skincare line, A.G. Lafley and adviser Roger Martin prescribe a disciplined approach to five strategic choices. (46 minutes)


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STRATEGY & CHANGE

HOW TO MANAGE PEOPLE THROUGH CONTINOUS CHANGE

Carol Kinsey Goman, PhDPresident Kinsey Consulting

Change is no longer an event. Change is business as usual. Dr. Goman shares how to communicate to employees the WIIFM benefits of your plan and the negative consequences if they don’t get onboard. She explains why, as a leader, your actions in the hallways are more important than what you sayin the meetings. (51 minutes)DVD $95 or Online for $49 (see page 3 for details)

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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)


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)


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STRATEGY & CHANGE

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)


BUILT TO CHANGEEdward LawlerProfessorChristopher Worley Research Scientist University of Southern California

• Themyththathumansautomaticallyand universallyresistchange.• Avoidingthe“ExecutionTrap”andthe“InSearch ofExcellenceTrap.”

Most organizations are built for stability, not for change. But in a 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)

Edward Lawler is Distinguished Professor of Business at the Marshall School of Business, University of Southern California, where he is also the founder and director of the Center for Effective Organizations. He is the author of Treat People Right!

Christopher Worley is a research scientist at the Center for Effective Organizations, University of Southern California. Previously, he was the director of the Master of Science in Organizational Development program at Pepperdine University. He is the author of Integrated Strategic Change.


GETTING FROM LITTLE BETS TO BIG BREAKTHROUGHS

Peter SimsAuthor of Little Bets

• Howrisk-averseorganizationscancapitalizeon designschoolprinciples.• Overcomingpsychologicalbarrierstocreative 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)

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.



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THE BUSINESS OF CHANGE Garth SalonerDeanStanford Graduate School of Business

• StanfordGSB’snewmantra—changelives, changeorganizations,changetheworld.• Creatingjobsandcareerpathsthatmotivate andharnesstheskillsoftoday’stopgraduates.

Business schools have always been strong on analytical thinking: what’s going on in the business environment, what’s happening to your competitors, what your strengths and weaknesses are. But solutions to today’s difficult challenges require additional skills—those of a change agent. You need creativity to come up with ideas other people haven’t had. And you need to shine in interpersonal dynamics since change only happens in and through other people. (57 minutes)

Garth Saloner is a two-time recipient of the Business School’s Distinguished Teaching Award and has authored or co-authored two books: Strategic Management and Creating and Capturing Value: Perspectives and Cases on Electronic Commerce.


STRATEGY BY DESIGN: HOW DESIGN THINKING BUILDS OPPORTUNITIES

Tim Brown President and CEO IDEO

• Atitsheart,designthinkingishuman-centered, empathetic.• Whatarethethreestagesforbringinginnovative ideastolife?

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 and the ears of users, perhaps 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)

Tim Brown has led strategic client relationships with such companies as Bank of America, Eli Lilly, DaimlerChrysler, Microsoft, Procter & Gamble, and Steelcase. He earned his MA in design from the Royal College of Art in London. DVD $95 or Online for $49 (see page 3 for details)

CHANGE MANAGEMENT AND STRATEGIC PLANNING

Roberta KatzAssociate Vice President of Strategic PlanningStanford University

• Howtocountertheconfusion,delay,resistanceand inefficiencythattypicallythwartprogress.• Theimportanceofaddressingthe“What’sinit forme?”question.

Change inevitably generates resistance. Even the best strategic plans will fail if this resistance is not met and overcome. Dr. Katz explains six principles for effective implementation: leadership, persistence, flexibility, a clear vision, a comprehensive perspective, and a process for adverse opinions. She offers examples, and discusses current efforts within Stanford University that provide a model for successful change. (47 minutes)

Roberta Katz has a PhD from Columbia University and is a graduate of the University of Washington School of Law. She is the author of Justice Matters: Rescuing the Legal System for the 21st Century.


STRATEGY & CHANGE

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

Raymond LevittProfessorStanford University School of Engineering

• Howtoalignlong-termstrategywithacontinually changingenvironment.• Whymeasurablenear-termobjectivesensure therightprojectsareexecutedwell.

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)

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



ORGANIZING YOUR BUSINESS AROUND THE CUSTOMER

Roger SiboniChairman E.piphany

Customer relationship management (CRM) is all about keeping customers happy. The secret is in differentiating your best customers, giving them personalized service, and rewarding them for their loyalty. (55 minutes)


CREATING INFECTIOUS ACTION

Jennifer AakerProfessor of Marketing Stanford Graduate School of Business

Social media offers a platform that rapidly transmits brand messaging to an audience 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 critical components of an infectious campaign. (51 minutes)


CUSTOMER-CENTRIC INNOVATION Lara LeeChief Innovation and Operating OfficerContinuum

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 improvement and consistent growth. She shares examples of how she implemented this at Harley-Davidson, as well as the successes of Zipcar, Chipotle, the global Spanish bank BBVA, Interface FLOR, Zappos, and more. (53 minutes)


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SALES & MARKETING

DON’T JUST SET PRICES: MANAGE THEM STRATEGICALLY

Tom NagleChairman and CEO Strategic Pricing Group

Traditional pricing methods involve a trade-off. So, when a customer rejects your price, does it mean that the price is too high? According to Tom Nagle, maybe not. Price levels are only the visible tip of the iceberg in pricing strategy. In order to get customers to pay for value, Nagle maintains, you can’t just set a value-based price. You need to manage a price structure that tracks with value, and a pricing process that forces customers to acknowledge value with their pocketbooks. (57 minutes)


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CREATING WINNING SOCIAL MEDIA STRATEGIES

Charlene LiFounder Altimeter Group

With examples from Oracle, Southwest Airlines, and Walmart, Charlene Li shows how to use the dialog to strengthen relationships with customers. (54 minutes)


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THE BRAND RACE: HOW TO RISE ABOVE THE COMPETITION

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

In industry after industry, the brand race is won instead by substantial 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 your 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)


THE CHANGING LANDSCAPE OF MARKETING

Itamar SimonsonProfessor of MarketingStanford Graduate School of Business

The explosion of information made available by the Internet has caused a radical shift in consumer purchasing behavior, due largely to a migration from relative to absolute decision making and the influence of social media. These factors have increasingly undermined the effectiveness of traditional marketing campaigns and marginalized the ability of marketers to influence and predict buyer choices. (64 minutes)


THE BEST SERVICE IS NO SERVICEBill PricePresidentDriva Solutions CoFounder, LimeBridge

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)


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)


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SALES & MARKETING

STRATEGIES FOR SELLINGJames T. HealyPresident and CEOLogicVision, Inc.

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)


E-ECONOMICS: DEMYSTIFYING BITCOIN

Susan Athey ProfessorStanford Graduate School of Business

Bitcoin has made its presence known. After the initial hype and volatility (and now some legitimate buy-in), unanswered questions remain. How will global corporations and national governments deal with the regulatory and security issues surrounding efforts to raise new currencies? Whether Bitcoin flourishes or something else takes its place, it is clear that an e-economic shift is on the horizon—and e-currency of one form or another is in our future. (58 minutes)


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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:• UnravelthemysteriesoftheBalanceSheet, IncomeStatement,andCashFlowStatement.• Developacommonsenseapproachto 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.

THE STANFORD VIDEO GUIDE TO FINANCIAL STATEMENTS“A Tale of Two Restaurants,” narrated by Stanford Professor George Parker

DVD (plus one free study guide)or Online Access $195

DVD (plus one free study guide)or Online Access $195 Closed captioning available on request.

Dr. George Parker, of the Stanford Graduate School of Business, provides a line-by-line explanation of basic financial reports.

Rotelli’s has higher assets; The Pelican higher income. Which matters more?

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:• Aboutbiddingstrategies,andthehidden meaningsbehindbidsandoffers.• Why“anchors”controltherangeofnegotiation, andhowtomakethemworkforyou,not againstyou.• WhenNOTtomakethefirstoffer,andhowto maketherightofferwhenyoudo.• Aboutescalationofcommitment,andwhen youhavetobewillingtowalkaway.

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!

THE STANFORD VIDEO GUIDE TO NEGOTIATING“The Sluggers Come Home,” narrated by Stanford Professor Margaret Neale

Learn about framing–why the words you choose can be just as important as the positions you take.

Dr. Margaret Neale, of the Stanford Graduate School of Business, explains negotiating strategy as the story develops.

STANFORD DRAMATIC VIDEO GUIDES

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15 Acting with Power4 Art of Leadership 7 Authentic Leadership NEW

21 Best Service Is No Service18 Billion-Dollar Lessons21 Brand Race: How to Rise Above the Competition 12 Building a Feedback-Positive Organization 14 Building a Winning Team18 Built to Change19 Business of Change NEW19 Change Management and Strategic Planning21 Changing Landscape of Marketing NEW6 Collective Leadership

16 Common Purpose: Getting from Me to We 20 Creating Infectious Action: Ideas Take Flight20 Creating Winning Social Media Strategies11 Creative Confidence 10 Creativity: The Pixar Process NEW20 Customer-Centric Innovation 20 Don't Just Set Prices: Manage Them Strategically21 E-Economics: Demystifying Bitcoin NEW12 Emotion Vs. Analytics: Making and the Biased Brain19 Executing Your Strategy16 Fear of Feedback8 Gen Y Decoded

18 Getting from Little Bets to Big Breakthroughs16 Getting the Best from Others11 Good Boss, Bad Boss: The Art of Leadership8 Happiness Matters9 How Great Companies Achieve Extraordinary Results

17 How to Manage People Through Continuous Change11 Idea Hunting: Key Principles16 Influence: Building Effective Relationships11 Innovation Engine 6 Inspiring Leader

17 Intelligent Strategy 13 Judging Talent6 Leader's Legacy4 Leadership for Innovation 5 Leadership Lessons from the Gridiron6 Leading by Example6 Leading in a Connected World

21 Leveraging China and India for Global Advantage10 Leveraging What Small Business Knows NEW9 Managing The Millennials 7 Managing Trust Through Transparent Leadership NEW

13 Mindset, Motivation and Leadership12 Minimizing Gender Biases in the Workplace 12 Mining Talent15 Negotiation: Myths, Misperceptions and Damned Lies18 Opportunity and Threat of Disruptive Technologies20 Organizing Your Business Around the Customer17 Playing to Win16 Power: How to Get It, Use It, and Keep It14 Power of Persuasion11 Reinventing the Way We Do Business


7 Revolutionary Leadership18 Risk Matrix7 Scaling Up Excellence 7 Seven Principles for Building Successful Businesses

15 Skills, Techniques and Strategies: Negotiating 17 Strategic Decision-Making 21 Strategies for Selling17 Strategy and the Purpose-Driven Leader 19 Strategy by Design5 Strategy for Transformational Change 5 Values-Based Leader

13 What Drives Phenomenal Success?13 Why Don't We Naturally Make Good Decisions?9 Why Zebras Don't Get Ulcers

Page Best Sellers Collections $295 ea4 Executive Leadership

14 Influence & Negotiation8 People & Productivity

20 Sales & Marketing17 Strategy & Change

Page Stanford Dramatic Video Guides $195 ea22 Financial Statements video (one free study guide)

- Extra study guides $14.95 each; 10+ $10.95 each22 Negotiating video (one free study guide)

- Extra study guides $14.95 each; 10+ $10.95 each

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