STANFORDshare. Of these, the ability to inspire and motivate others to high performance had the most significant, positive impact on an organization. Inspiring others is a “soft

EXECUTIVE BRIEFINGS DVDS AND VIDEO STREAMING

STANFORD

STANFORD ISSUE XXX

New Speakers and Best Sellers

STRATEGY FOR TRANS-FORMATIONAL CHANGEBrad SmithPresident and CEOIntuit Inc.

THE INNOVATION ENGINETina SeeligExecutive DirectorStanford Technology Ventures Program

HAPPINESS MATTERSTony HsiehCEOZappos.com, Inc.

ACTING WITH POWERDeborah Gruenfeld ProfessorStanford University

INTELLIGENT STRATEGYRichard RumeltProfessorUCLA

Dear Friends,

Each month, we sponsor a business presentation here on the Stanford campus, where executives from today’s leading companies, as well as academic experts from top universities, provide creative solutions and practical advice for the challenges businesses face today. These engaging, thought-provoking talks are available to you on DVD or—new with this catalog—streamed video, giving you quick and easy online access.

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

• Strategy for Transformational Change by Brad Smith, President and CEO of Intuit, Inc. (page 3)

• The Innovation Engine by Tina Seelig, Executive Director, Stanford Technology Ventures Program (page 7)

• Acting with Power by Stanford Graduate School of Business Professor Deborah Gruenfeld (page 11)

• Intelligent Strategy by Richard Rumelt, Professor, UCLA Anderson School of Management (page 17)

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.

Cover: Lake Lagunita with Hoover Tower. Credit: Linda A. Cicero / Stanford News Service

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

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ContentsExecutive Leadership 3People & Productivity 6Influence & Negotiation 11Strategy & Change 16Sales & Marketing 20

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NEW

3

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/Online.com.

Strategy for Transformational ChangeBrad SmithIntuit

The Values-Based Leader Harry Kraemer Northwestern University

Leadership for Innovation Linda Hill Harvard University

Mastery of Speaking as a Leader Terry Pearce Leadership Communication

A Leader's Legacy James Kouzes Santa Clara University

Inspiring Leader Jack Zenger Zenger Folkman

Leading by Example George Zimmer Men's Wearhouse

Leadership Lessons from the Gridiron Steve YoungHall of Fame Quarterback

Seven Principles for Building Successful Businesses David DeWalt McAfee Inc.

Leveraging the Spotlight of Leadership Jay Conger Claremont McKenna College

EXECUTIVE LEADERSHIP

INCLUDED INEXECUTIVE LEADERSHIP COLLECTION

STRATEGY FOR TRANSFORMATIONAL CHANGE

• Whyleadershipisthequestionsyouask,not theanswersyougive.• Acontinuousimprovementstrategyfora rapidlychangingworld.• 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 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.

Smith describes how to articulate a vision so simple and clear that teams are aligned and motivated without the leader having to do anything but get out of the way. He details specific techniques for building a culture where innovation thrives and 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 an unknown future. (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.

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

Brad Smith President and CEOIntuit Inc.

THE INSPIRING LEADERJohn H. (Jack) ZengerCEOZenger Folkman

What defines great leadership? From original research on 360-degree feedback data for thousands of managers, Jack Zenger identifies 16 specific competencies that effective leaders share. Of these, the ability to inspire and motivate others to high performance had the most significant, positive impact on an organization. Inspiring others is a “soft skill” that can and should be learned. Even the most critical characteristic of an inspiring leader—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)


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THE MASTERY OF SPEAKING AS A LEADER

Terry PearcePresident Leadership Communication

• Reachingboththemindsandheartsofan audience.• Thepowerofauthenticity—howconviction createsclarity.

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.


LEADERSHIP FOR INNOVATION: HOW TO CREATE COLLECTIVE GENIUS

Linda HillProfessor of Business Administration Harvard Business School

Leaders at companies that have achieved breakthrough innovations 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) DVD or Online Access $95 (see page 2 for details)

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, 2006)


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

Harry 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 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)







SEVEN PRINCIPLES FOR BUILDING SUCCESSFUL BUSINESSES

David DeWaltPresident McAfee, Inc.

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)


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

The foundation of George Zimmer’s success is his company’s corporate culture, centered on “servant leadership” values. These values seek to involve others in decision making and enhance the personal growth of workers. 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)


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LEADERSHIP LESSONS FROM THE GRIDIRON

Steve YoungManaging Director, CofounderHuntsman Gay Global Capital

How do you complete a pass when you can’t see over a wall of defensive linemen? In this highly entertaining presentation, NFL Hall of Fame quarterback Steve Young shares his lifelong takeaways from the game—including how to solve that impossible challenge by developing the skill and confidence to “throw blind.” How individual accountability starts at the top and has to permeate a team in order for the team to succeed. And how a team that can overcome cultural, racial, and socio-economic differences becomes the stronger team for it. (49 minutes, 2012)


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)

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)


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)







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.


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• Creativewaystoalignyourorganizationaround yourcorevalues.• 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

HAPPINESS MATTERS: CREATING A CULTURE FOR BUSINESS TO THRIVE

Tony HsiehCEO Zappos.com, Inc.

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

for helping your workforce reach its full potential.



Happiness Matters Tony Hsieh Zappos.com, Inc.

The Innovation EngineTina SeeligStanford Technology Ventures Program

Mining TalentGeorge Anders Bloomberg View

Gen Y DecodedKit YarrowGolden Gate University

Mindset, Motivation and Leadership Carol Dweck Stanford University

Good Boss, Bad Boss Robert Sutton Stanford University

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

Emotion vs. Analytics Baba Shiv Stanford University

Judging Talent Frank Flynn Stanford University

People-First Management Daniel Amos Aflac, Inc.

PEOPLE & PRODUCTIVITY

INCLUDED INPEOPLE & PRODUCTIVITY COLLECTION

Dr. Seelig’s model for the “Innovation Engine” 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)

Tina Seelig is the author of 16 educational games and science books including, inGenius: Unleashing Creative Potential (2012). Dr. Seelig earned her PhD in Neuroscience from Stanford University Medical School. DVD or Online Access $95 (see page 2 for details)

THE INNOVATION ENGINE


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 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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• Howreframingthequestionallowsaninfinite numberofsolutions.• Whyrapidprototypingkeepsyouroptionsopen andyourfailuressmall.• Thevalueofexperimentingwithun-useless inventions.

Why do we need creativity? The world is full of daunting problems, and so are our workplaces. We need solutions. While the scientific method we all learned in school has value for discovery, a similar process for invention is not widely taught—yet is a critical component of true innovation.

Tina SeeligExecutive DirectorStanford Technology Ventures Program

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, 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.



NEW

MINDSET, MOTIVATION AND LEADERSHIP

Carol DweckProfessor Stanford University

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 develop successful teams. How does this play out in an organization? Leaders who believe intelligence is static place little value in developing staff, and foster a fixed mindset environment. However, leaders with a growth mindset value ability development and coach workers to create motivation and teamwork. Dr. Dweck shares research in how fixed mindsets can be changed to growth mindsets. (51 minutes, 2008)


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JUDGING TALENTFrank FlynnAssociate Professor of Organizational Behavior Stanford Graduate School of Business

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. 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 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)



HOW GREAT COMPANIES ACHIEVE EXTRAORDINARY RESULTS WITH ORDINARY PEOPLE

Charles O’Reilly IIIProfessor Stanford Graduate School of Business

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. He provides a plan for success, in which psychological ownership takes precedence over financial incentives. (52 minutes, 2001)



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

Robert SuttonProfessor of Management Science and EngineeringStanford University

The best bosses share five hallmark characteristics. Good bosses 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 humility. They use a “small wins” strategy, framing big goals in terms of manageable steps. They eliminate the negatives in an organization, such as competitive superstars. And they protect their people from harm, distractions, and indignities. (54 minutes, 2010)





EMOTION VS. ANALYTICS: DECISION MAKING AND THE BIASED BRAIN

Baba ShivProfessor of MarketingStanford Graduate School of Business

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. 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)



PEOPLE-FIRST MANAGEMENT: CREATING A CULTURE OF TRUST

Daniel P. AmosChairman and CEO Aflac, Inc.

The Aflac duck advertising campaign caused the company’s brand awareness to skyrocket and contributed to its success. However, name recognition carries a significant burden. When you become a household name, any wrong move you make will be remembered. Dan Amos believes that his company’s success has come from a reputation for 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. (50 minutes, 2003)



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IDEA HUNTING: KEY PRINCIPLES FOR SPAWNING GREAT IDEAS

Andy BoyntonDean, Carroll School of ManagementBoston College

• Howtofindcreativesparksinunusualplaces.• WhydisciplinedideahuntingtrumpsIQ.

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. Active idea hunting led to their innovations. 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. And be quick to test or prototype your ideas so that you “fail early to succeed sooner.” (44 minutes, 2011)

Andy Boynton is the coauthor of The Idea Hunter: How to Find the Best Ideas and Make Them Happen. A graduate of Boston College, he earned his MBA and PhD at the Kenan-Flagler School of Business, University of North Carolina.


WHY ZEBRAS DON’T GET ULCERS

generate the same response simply by anticipating stress—whether or not it occurs, and whether or not it’s merited. And when we subject ourselves to prolonged psychological stress (as Type A personalities in particular do) we contract ulcers, diabetes, heart disease, brain damage, and other dysfunctions.

So why do some people cope with stress better than others? Professor Sapolsky gives us hope. We can reduce the risk of stress-related disease when we have an outlet for stress and frustration, some control over what’s causing us stress, the ability to predict stressors, and, perhaps most importantly, social connectedness for emotional support. (57 minutes, 2009)

Robert Sapolsky is one of the world’s leading neuroscientists, a research associate with the Institute of Primate Research Museums of Kenya, and a recipient of a MacArthur Fellowship. He is the author of Why Zebras Don’t Get Ulcers: An Updated Guide to Stress, Stress-Related Diseases and Coping and A Primate’s Memoir: A Neuroscientist’s Unconventional Life Among the Baboons. DVD or Online Access $95 (see page 2 for details)

• Howyourwesternizedlifestylecanmake yousick.• Theconnectionbetweenupholstery, personalitytypes,andheartattacks.• Whydosomepeoplecopewithstressbetter thanothers?

Tackling the serious topic of stress in his famously entertaining manner, Professor Sapolsky sets the stage on a Kenyan savannah, with a hungry lion in hot pursuit of a terrified zebra. As he explains, the zebra’s fight-or-flight response channels essential energy to its survival effort by shutting down and even damaging nonessential biological functions—in a temporary, short-term response. Unfortunately, humans can

Robert SapolskyProfessor of Neurology and Neurological Sciences and of NeurosurgeryStanford University

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, 2007)

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



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)


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)


THE PEOPLE SIDE OF GREAT BUSINESSLibby Sartainformer Senior Human Resources Officer Southwest Airlines and Yahoo! Inc.

Great organizations start with great ideas, but they are sustained only through the dedication and passion of great people. To encourage these employees, Libby Sartain advocates best practices for hiring based on attitude and motivation and the need for a healthy, high-performance culture based on loyalty and trust. Such an environment is created by adherence to stated values, two-way communications, and the establishment of clear expectations and rewards. (51 minutes, 2004)


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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)


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)


THE POWER OF PARANOIARoderick KramerProfessor of Organizational Behavior Stanford University

Two decades of research have convinced Roderick Kramer that an appropriate amount of skepticism is not only beneficial in the workplace, but perhaps even indispensable. Dr. Kramer recommends being “prudently paranoid.” This means gathering data relentlessly, engaging in “defensive preparedness,” and encouraging bad news to rise to the top quickly so you can take preemptive actions to avert disaster. Dr. Kramer explains how this level of paranoia can prove highly valuable, both to the enterprise and to the individual. (45 minutes, 2004)


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or arguments we use. In fact, she notes, our words account for only 7% of our argument’s impact.

The good news is that we can control how we are perceived by using our body language to influence others. From how we hold ourselves to how we speak, Dr. Gruenfeld explores the ways to “play high” when we want to be authoritative, and “play low” when it’s more advantageous to be approachable. In the end, she notes, we’re judged not on the quality of our argument, but on how we act and how we make others feel. (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.


• Howyouspeakhasfargreaterimpactthan whatyouactuallysay.• Thebodylanguageofpower,andhowtouseit.• Whyit’sriskytoactmoreimportantthan youare.

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 how we are perceived in a hierarchy—far more than the words

ACTING WITH POWER

Deborah GruenfeldProfessor Stanford Graduate School of Business

INFLUENCE & NEGOTIATION

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

that show clear paths to developing and maintaining influence.



Acting with PowerDeborah Gruenfeld Stanford Graduate School of Business

Power of Persuasion Robert Cialdini Arizona State University

Influence: How to Build Effective Relationships Carole Robin Stanford University

Building a Winning Team Jon Gordon Author of

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

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

Leading in a Connected World Rob Cross University of Virginia

Fear of Feedback Myra Strober Stanford University

Jay Jackman Psychiatrist

Getting the Best from Others Doug Harris Kaleidoscope Group

The Energy Bus

INCLUDED ININFLUENCE & NEGOTIATION COLLECTIONNEW

BUILDING A WINNING TEAMJon GordonAuthor of The Energy Bus

• Enhanceemployeeengagementandtrustto boostperformance.• Eliminatethesubtlenegativitythatcan sabotageteams.

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.


of influence that form the basis of effective, persuasive appeals. These principles—reciprocation, scarcity, authority, commitment, liking, and consensus—may seem like the jargon of social scientists, but Dr. Cialdini brings them to life. In this dynamic, often humorous presentation, Dr. Cialdini provides clear step-by-step examples of behaviors that you can put to use daily to increase your influence. You will learn why you say yes to some offers, simply based on the way they are presented. And you’ll learn how to defend against offers that you’re really not 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 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

• Ifyouhavetwoproposals,isitmore advantageoustopresentthemostexpensive onefirstorlast?• Isitbettertotellprospectswhattheystandto gain,orwhattheystandtolose?• Shouldaproposal’sweaknessesbe acknowledgedearlyorlateinasaleseffort?

Call it persuading, negotiating or convincing. Ethical influence is the foundation of successful leadership, management, sales, and customer service. Robert Cialdini has spent his career systematically studying the psychology of influence. In this video he reveals what lies at the heart of his findings: the six principles

Robert CialdiniRegents’ Professor Arizona State University

INCLUDED ININFLUENCE & NEGOTIATION COLLECTION



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, 2007)

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



first offer can set the bar high—to your advantage. Being honest about your bottom line can backfire. And emotions can play a powerful role in negotiations.

Before you begin, be clear about your goal. Is it to get as much value out of a deal as possible? To develop a relationship and create value for both parties? Or simply to win—a dangerous goal! In any case, 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 options you have in negotiating. Finally, don’t settle for any deal. Work to get the best deal. (54 minutes, 2010)

Margaret A. Neale is the director of the Influence and Negotiation Strategies Executive Program at Stanford and the coauthor of three books, including Organizational Behavior: A Management Challenge. She received her master’s degrees from the Medical College of Virginia and Virginia Commonwealth University and her PhD in Business Administration from the University of Texas.


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

Jeffrey PfefferProfessor of Organizational BehaviorStanford Graduate School of Business

• Qualitiesthatcreatepower—andwhy intelligenceisnotoneofthem.• Howwelimitourselvesinacquiringpower.

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. According to Professor Pfeffer, individual power comes from political skill, which is characterized by social astuteness, networking ability, interpersonal influence, and “apparent” sincerity. And power comes from knowing the rules of the game, recognizing the power of others, 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)

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at Stanford University and the author of 14 books, including Power: Why Some People Have It—and Others Don’t.



• Whatisyourbiggestsourceofpowerinany negotiation?• Howtoredrawtheboundariesofanegotiation inyourfavor.• Howfocusingontheupsideimprovesyourdeal.

It’s better to receive the first offer than to give it. Honesty is the best negotiating policy. Don’t ever let them see you sweat. Professor Neale convincingly debunks these common beliefs with research findings on negotiating strategies and the process of “mutual influence” that drives negotiation. In fact, making the

NEGOTIATION: MYTHS, MISPERCEPTIONS AND DAMNED LIES

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




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 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, 2006)

Pat Cleary is the author of The Negotiation Handbook and former senior vice president of the National Association of Manufacturers.



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)


SPECIAL - ORDER 4 OR MORE $95 PROGRAMS FOR $79 EACH

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)


HOW LEADERS BOOST PRODUCTIVITYJohn H. (Jack) ZengerCofounder and CEOZenger Folkman

As the complexity of work continues to increase, the range in productivity from the most productive worker to the least continues to broaden. Leaders must hold their teams accountable, emphasize skill development, and provide the tools necessary to excel. Dr. Zenger cautions, however, that to raise productivity, leaders must become dedicated to building environments where talent can grow and prosper. He provides 15 specific and practical suggestions to help an organization shed its past and raise its performance standard. (50 minutes, 1997)


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)


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)


IMPLEMENTING STRATEGY: MANAGING THROUGH ORGANIZATIONAL CULTURE

Jennifer ChatmanProfessor Haas School of Business University of California, Berkeley

“Organizational culture” is an elusive, yet powerful management tool. Professor Chatman defines organizational culture in terms of observable behaviors and shows examples of firms that use strong, strategically aligned cultures to enhance organizational performance. She outlines how to establish and maintain a healthy and thriving culture by focusing on the power of effective selection and socialization processes. (60 minutes, 1997)


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

• Buildingcredibilityandconsensusinavision.• Usingenthusiasmtoturnaroundteammotivation.• Identifyingandusingcomplementarystrengths inateam.

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)

Over a remarkable 30 seasons, Tara VanDerveer has claimed more than 700 wins and has led Stanford to two NCAA championships. She has been named the Pac-10 Coach of the Year nine times, and in 2002 was inducted into the Women’s Basketball Hall of Fame. VanDerveer is also known for coaching the USA Women’s Basketball Team to win the 1996 Olympic gold medal.


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:• Aboutbiddingstrategies,andthehidden meaningsbehindbidsandoffers.• WhenNOTtomakethefirstoffer,andhowto maketherightofferwhenyoudo.

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:• 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. (51 minutes)

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



COMMON PURPOSE: GETTING FROM ME TO WE

Joel KurtzmanChairmanThe Kurtzman Group

• Alignpersonalandorganizationalintereststodrive topperformance.• Thedangersignsofdeterioratingcommonpurpose.

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. Joel Kurtzman’s “new rules of employment” to instill common purpose are based on years of research and numerous interviews with top executives. From American Express’s Kenneth Chenault, to Michael Dell of Dell Inc., successful leaders align the interests of individuals with those of the organization. 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)

Joel Kurtzman is the author of 25 books, including Common Purpose: How Great Leaders Get Organizations to Achieve the Extraordinary.


STANFORD DRAMATIC VIDEO GUIDES

SAVE! Order both Stanford Video Guides for $345!

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, 2008)

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


BUILT TO CHANGE: HOW TO ACHIEVE SUSTAINED ORGANIZATIONAL EFFECTIVENESS

Edward Lawler, ProfessorChristopher Worley Research Scientist University of Southern California

• Themyththathumansautomaticallyresistchange.• Whymostlarge-scalechangeeffortsfail.

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)

Edward Lawler is a Distinguished Professor at the Marshall School of Business and the author of Treat People Right! Christopher Worley is a research scientist at the Center for Effective Organizations and the author of Integrated Strategic Change.



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

and strategies to effectively and continuously innovate.



Built to Change Edward Lawler Univ. of Southern California

Executing Your Strategy Raymond Levitt Stanford University

Intelligent StrategyRichard RumeltThe Anderson School, UCLA

Billion-Dollar Lessons Chunka Mui Diamond Management Consulting

Change Managementand Strategic Planning Roberta Katz Stanford University

Judo Strategy David Yoffie Harvard Business School

Creating the Future Gary Hamel Strategos

How to Manage People Through Change Carol Kinsey Goman Kinsey Consulting

Getting from Little Bets to Big Breakthroughs Peter Sims Author of

Rapid Transformation Behnam Tabrizi Stanford University

Ann LivermoreHewlett-Packard

Safra CatzOracle Corp.

Little Bets

STRATEGY & CHANGE

INCLUDED INSTRATEGY & CHANGECOLLECTION


CHANGE MANAGEMENT AND STRATEGIC PLANNING

Roberta KatzAssociate Vice President of Strategic PlanningStanford University

• Howtocountertheconfusion,delay,resistance, andinefficiencythattypicallythwartprogress.• Theimportanceofaddressing“What’sinitforme?”

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.


Drawing on the successes of General Motors in the 1920s, NASA’s Apollo program, Cisco, IKEA, and nVidia, Professor Rumelt defines five elements of good strategies. First, use analytic tools to develop insight into the nature of your 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 finally, expect and overcome entropy and inertia from within. (61 minutes)

Richard Rumelt is the Harry and Elsa Kunin Chair in Business and Society, at the UCLA Anderson School of Management, and the author of several books, including Good Strategy/Bad Strategy: The Difference and Why It Matters. He earned BS and MS degrees in Electrical Engineering from UC Berkeley and his doctorate in Management from the Harvard Business School.



BILLION-DOLLAR LESSONS: WHAT YOU CAN LEARN FROM BUSINESS FAILURES

Chunka Mui FellowDiamond Management & Technology Consultants, Inc.

• Sevenstrategicerrorsthatleadtobusinessfailure.• Whybadstrategieshappentogoodpeople.

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)

Chunka Mui coauthored Unleashing the Killer App: Digital Strategies for Market Dominance, and Billion Dollar Lessons. He holds a BS in Computer Science and Engineering from MIT.


• SteveJobs’earlyplanforApple:hatchetjob orstrategy?• Whyfinancialperformancegoalsarenot strategy.• Creatingproximategoalsand“ridingthewave” ofchange.

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.

INTELLIGENT STRATEGY

Richard RumeltProfessorUCLA Anderson School of Management

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STRATEGY & CHANGE



INCLUDED INSTRATEGY & CHANGECOLLECTIONNEW

CREATING THE FUTUREDr. Gary HamelChairman, Strategos and author of Competing for the Future

The biggest risk today is irrelevancy. Barriers that protected incumbents in the past have broken down, and competitive positions can be quickly overturned. If you miss a trend, there may be no catching up. How do you stay out of the band of mediocrity and position your company to become an architect of industry revolution? The answer is to reinvent who you are in meaningful ways. Innovation has to be a deeply embedded capability where every person in the company has a responsibility for wealth creation. (52 minutes, 1998)



JUDO STRATEGYDavid B. YoffieProfessorHarvard Business School

In this lively step-by-step guide to business competition, Professor Yoffie explains how some companies succeed in defeating more powerful rivals, while others fail. Using the metaphor of martial arts, Yoffie details how successful challengers can turn their opponents’ own size and strength against them—and bring them down. And if you are the stronger competitor, threatened by an upstart, “Sumo Strategy” countermoves can be used by larger companies to crush an attack before it gains ground. (52 minutes, 2003)


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)


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GETTING FROM LITTLE BETS TO BIG BREAKTHROUGHS

Peter SimsAuthor of Little Bets

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

HOW TO MANAGE PEOPLE THROUGH CONTINUOUS CHANGE

Carol Kinsey Goman, PhDPresident Kinsey Consulting

Change is now the new normal. Success today is dependent on keeping your workforce resilient, positive, and engaged while 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. Dr. Goman 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) DVD or Online Access $95 (see page 2 for details)






STRATEGY & CHANGE

BILL GATES IN CONVERSATION WITH STANFORD PRESIDENT JOHN HENNESSY

Bill GatesChairmanMicrosoft Corp.

In this rare and compelling interview, Bill Gates shares his perspective on where technology is headed as well as his goals for the company—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)


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)

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)


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

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. Then perspective brings the big picture to the process while observation of problems and opportunities in the field can spark creativity. (53 minutes, 2010)


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


STRATEGY & CHANGE

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)


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)


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

• Thesevenprinciplesofbestservice.• Howtoengineerouttheneedforcustomerservice.

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.



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”productinnovationsknock outcompetitors.• Givingaweakenedbrandnewenergy.

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.


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

and sales strategies for today’s competitive markets.



The Brand RaceDavid Aaker Haas School of BusinessUC Berkeley

The Best Service is No ServiceBill PriceLime Bridge

Creating Infectious ActionJennifer Aaker Stanford Graduate School of Business

Leveraging China and India for Global AdvantageAnil GuptaUniversity of Maryland

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

Creating Winning Social Media Strategies Charlene LiAltimeter Group

Organizing Your Business Around the CustomerRoger SiboniE.piphany

Strategies for SellingJames HealyLogic Vision

Finding Untapped Growth in Existing Markets James HollingsheadDeloitte Consulting

Sales as a Strategic Tool in Your OrganizationMike BosworthSolution Selling

SALES & MARKETING

INCLUDED INSALES & MARKETING COLLECTION


LEVERAGING CHINA AND INDIA FOR GLOBAL ADVANTAGE

Anil Gupta, PhDProfessorUniversity of Maryland

• Mindsetmistakesmostcompaniesmake.• Lessonsfromthecompaniesthatgotitright.

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 instead see only the opportunity for off-shoring and cost reduction. Other mistakes include failing to recognize the sheer scale of the regions’ growth potential and failing to tailor existing strategies not designed for countries rich in market size while poor in per capita income. Successful efforts are based on broader perspectives and multipronged, multiyear strategies. (56 minutes, 2009)

Anil Gupta, professor of strategy and organization, Smith School of Business, University of Maryland, is the author of Getting China and India Right, and coauthor of The Quest for Global Dominance: Transforming Global Presence into Global Competitive Advantage.


From her research on consumer psychology, marketing strategy, and even the psychology of happiness, Dr. Aaker identifies the four critical components of an infectious campaign. First, focus on one clear goal that is actionable and measurable. Your goal should be compelling and have the potential to unleash feelings of happiness, which are contagious. Second, grab attention to your campaign by doing the unexpected or triggering a visceral response. Third, tell an engaging, authentic story that makes an emotional connection and which can be shared. And fourth, enable others to take action toward your goal by spreading the word, in ways that are easy and fun. (51 minutes, 2011)

Jennifer Aaker is a professor of marketing in Stanford’s Graduate School of Business and the coauthor of The Dragonfly Effect: Quick, Effective and Powerful Ways to Harness Social Media for Impact. She received her bachelor’s degree in Psychology from University of California, Berkeley, and PhD in Marketing from Stanford University. DVD or Online Access $95 (see page 2 for details)


DON’T JUST SET PRICES: MANAGE THEM STRATEGICALLY

Tom NagleChairman and CEO Strategic Pricing Group

• Influencepriceexpectationsratherthanreact tothem.• Knowwhen“pricesensitivity”isactuallya responsetopoorpricingpolicies.

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.


CREATING INFECTIOUS ACTION: HOW TO MAKE IDEAS TAKE FLIGHT

• Howtousesocialmediaforviralmarketing.• Whatcausesonecampaigntobecome infectiouswhileanotherfails?• “Reversetherules”toboostcreativity.

An emerging trend in brand development is a shift from an advocacy marketing model (why one should buy a brand) to an ambassador model (how you can participate in the brand). In this environment, social media not only rapidly transmits brand messaging to an audience but also lets the audience engage and interact— steps that are key to viral marketing.

Jennifer AakerProfessor of Marketing Stanford Graduate School of Business

SALES & MARKETING




STRATEGIES FOR SELLINGJames T. HealyPresident and CEOLogicVision, Inc.

• Whyeveryoneofusneedstoknowhowto“sell.”• Howtoplaytothedecisionmaker’spersonal agenda.• Howtochangeyourtacticswhilekeepingyour strategyimmutable.

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.


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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)


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)


SALES AS A STRATEGIC TOOL IN YOUR ORGANIZATION

Mike BosworthFounderSolution Selling®

Mike Bosworth explains why innovation alone is not enough—you also need to differentiate yourself through sales in order to compete. He advises, however, that the best sales strategies allow customers to sell themselves on your solutions. He emphasizes the importance of diagnosing before you prescribe, and explains how your own expertise can become your enemy. Mike Bosworth is the author of Solution Selling: Creating Buyers in Difficult Selling Markets. (55 minutes, 1993)


CREATING WINNING SOCIAL MEDIA STRATEGIES

Charlene LiFounder Altimeter Group

• Howtoattractcustomerswithtoolslikeblogs, FacebookandTwitter.• Thebenefitsofsocialmedia’stwo-way relationships—andtherisks.

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.







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Page Stanford Executive Briefings Price DVD Amount11 Acting with Power NEW $9520 Best Service Is No Service $9518 Bill Gates in Conversation with Stanford President John Hennessy $9517 Billion-Dollar Lessons $9520 Brand Race: How to Rise Above the Competition $9510 Building a Feedback-Positive Organization $9512 Building a Winning Team $9514 Building Personal Networks $9516 Built to Change $9517 Change Management and Strategic Planning $9515 Coaching a Winning Team $955 Collective Leadership $95

15 Common Purpose: Getting from Me to We $9521 Creating Infectious Action: How to Make Ideas Take Flight $9518 Creating the Future $9522 Creating Winning Social Media Strategies $9521 Don't Just Set Prices: Manage Them Strategically $958 Emotion vs. Analytics $95

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14 Leading in a Connected World $9521 Leveraging China and India for Global Advantage $955 Leveraging the Spotlight of Leadership $955 Liberating Leadership $954 Mastery of Speaking as a Leader $958 Mindset, Motivation and Leadership $957 Mining Talent $95

13 Negotiation: Myths, Misperceptions and Damned Lies $9519 Opportunity and Threat of Disruptive Technologies $9522 Organizing Your Business Around the Customer $9510 People Side of Great Business $958 People-First Management $95

10 Power of Paranoia $9512 Power of Persuasion $9513 Power: How to Get It, Use It, and Keep It $9510 Preparing for Long Life in the 21st Century $9510 Preventing Burnout in Your Organization $9518 Rapid Transformation $9519 Risk Matrix $9522 Sales as a Strategic Tool in Your Organization $9519 Search for Life After Planning $955 Seven Principles for Building Successful Businesses $95

13 Skills, Techniques and Strategies for Effective Negotiations $9522 Strategies for Selling $95

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10 What Drives Phenomenal Success? $959 Why Don't We Naturally Make Good Decisions? $959 Why Zebras Don't Get Ulcers $95

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STANFORDshare. Of these, the ability to inspire and motivate others to high performance had the most significant, positive impact on an organization. Inspiring others is a “soft