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Revolutionary Leadership Gary Hamel Visiting Professor London Business School

Playing to Win A.G. Lafley Former Chairman and CEO Procter & Gamble

Roger Martin Dean Rotman School of Management

The Power of Persuasion Robert Cialdini Professor Arizona State University

Happiness Matters Tony Hsieh CEO Zappos.com, Inc.

Minimizing Gender Biases in the Workplace Shelley Correll Professor Stanford University

EXECUTIVE BRIEFINGS DVDS AND VIDEO STREAMING

ISSUE XXXIISSUE XXXIINEW SPEAKERS AND BEST SELLERS

Dear Friends,

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

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

• Revolutionary Leadership by Gary Hamel, Visiting Professor, London Business School (page 3)

• Playing to Win: How Strategy Really Works by A.G. La�ey, former Chairman and CEO of Procter & Gamble, and Roger L. Martin, Dean, Rotman School of Management, University of Toronto (page 9)

• Minimizing Gender Biases in the Workplace by Stanford Professor Shelley Correll (page 15)

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 7—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

ContentsExecutive Leadership 3Strategy & Change 8Influence & Negotiation 12People & Productivity 15Sales & Marketing 20

Now You Can Stream Executive Briefings Programs!1-5 users:Online Access price $95/program

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Executive Briefings Programs

It’s not a task for the management team. It won’t happen at a leaders’ retreat. In this provocative talk, Professor Hamel suggests companies follow the lead of the social web and crowdsource employees. Ask them: “What do you see in the way you’re measured and compensated, in the way we allocate resources and set priorities that work against your capacity to be more innovative, engaged, and work more efficiently?” Open and transparent organizations where hierarchies of meritocracy have more influence than top-down power allocation will develop enduring, long-term advantage. (60 minutes)

The Wall Street Journal recently ranked Gary Hamel as the world’s most influential business thinker, and Fortune magazine has called him “the world’s leading expert on business strategy.” His landmark books include Competing for the Future, Leading the Revolution and The Future of Management, and his latest book is What Matters Now.DVD (Online Access is not available) $95

REVOLUTIONARY LEADERSHIP

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EXECUTIVE LEADERSHIP

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 $695Substitute a program or create your own Collection: Order any 10 or more programs for only $69.50 each.

Online Access price above is for 1-5 users. For 6 or more users, see page 2.

The Art of LeadershipDoug ConantConantLeadership.com

Leadership for Innovation Linda HillHarvard University

The Master of Speaking as a Leader Terry Pearce Leadership Communication

Leadership Lessons from the GridironSteve YoungHall of Fame Quarterback

Strategy for TransformationalChangeBrad SmithIntuit Inc..

The Inspiring Leader Jack Zenger Zenger Folkman

The Values-Based Leader Harry Kraemer Northwestern University

A Leader's Legacy James KouzesSanta Clara University

Collective LeadershipJim QuigleyDeloitte Touche Tohmatsu Ltd.

Seven Principles for Building Successful BusinessesDavid DeWaltPresident McAfee, Inc.

Gary HamelVisiting Professor of Strategic and International ManagementLondon Business School

• Whyourfeudalmanagementmodel desperatelyneedsanoverhaul.• Onlycompaniesfitforhumanbeingswillbefit forthefuture.• Howinnovationleadersare“hacking” managementprocesses.

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.

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.

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

BESTSELLER

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 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, 2012)

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.


LEADERSHIP FOR INNOVATIONLinda HillProfessor of Business Administration Harvard Business School

• Whysomepioneeringleadersdon’tread leadershipbooks.• 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 and able” to innovate. They develop their teams by pulling people together with a shared purpose, values, and rules of engagement. And they build capabilities by fostering intellectual diversity and debate (creative abrasion), high experimentation (creative agility), and integrative—rather than compromise-driven—solutions (creative resolution). (54 minutes, 2010)

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


INCLUDED INEXECUTIVE LEADERSHIP COLLECTION

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




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 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, 2012)

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.



5www.executivebriefings.com or Call 800-989-8273


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, 2009)

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


BESTSELLER


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 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.



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

• Howtocreateavisionthatotherswillbuyinto.• Thedailysmalldifferencesthatadduptomaking youabetterleader.

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

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



STRATEGY FOR TRANSFORMATIONAL CHANGE

Brad Smith President and CEO Intuit Inc.

• Whyleadershipisthequestionsyouask,not theanswersyougive.• Howtoinspireactionbyorganizingforfailure.

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

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




The Stanford 70 Order all 70 current Stanford Executive Briefings programs and save over $2,000 off our single unit price, with free shipping!

The Stanford 72 With this you’ll receive all the programs listed below and save over $2,000 off our single unit pricing, with free shipping!• All 70 current Executive Briefings $95 programs• PLUS The Stanford Video Guide to Financial Statements (page 23)• PLUS The Stanford Video Guide to Negotiating (page 23)

Own the EntireExecutive Brief ings Library!

Bring new ideas and insights into your organization with an Executive Briefings Library. You’ll learn from successful industry leaders, innovative entrepreneurs, and today’s academic experts,all providing you with powerful management tools to propel your organization to the next level.

Jennifer AakerDavid AakerDaniel AmosGeorge AndersJeremy BailensonColleen BarrettAndy BoyntonScott BradyTim BrownLaura CarstensenSafra CatzClayton ChristensenRobert CialdiniPatrick ClearyDouglas ConantJay CongerShelley CorrellRob CrossGeorge DayDavid DeWaltCarol DweckFrank FlynnIsaac GetzJon GordonDeborah GruenfeldAnil GuptaGary HamelDoug HarrisJames HealyLinda HillJames HollingsheadRon HowardTony HsiehJay JackmanRoberta KatzCarol Kinsey GomanJames KouzesHarry KraemerJoel KurtzmanA.G. LafleyEdward LawlerLara LeeRaymond LevittCharlene LiAnn LivermoreRoger MartinChristina MaslachPhil McKinneyCynthia MontgomeryChunka MuiTom NagleMargaret NealeCharles O'ReillyTerry PearceJeffrey PfefferBill PriceJim QuigleyCarole RobinRichard RumeltRobert SapolskyTina SeeligBaba ShivRoger SiboniPeter SimsBrad SmithMyra StroberRobert SuttonBehnam TabriziTara VanDerveerEd WhitakerChristopher WorleyKit YarrowSteve YoungJohn ZengerGeorge Zimmer

SAVE over

$2,000!Special Library Pricing

and Free Shipping

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$4,595

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)


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

COLLECTIVE LEADERSHIPJim 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)


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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)


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, 2002)


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)


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




The Stanford 70 Order all 70 current Stanford Executive Briefings programs and save over $2,000 off our single unit price, with free shipping!

The Stanford 72 With this you’ll receive all the programs listed below and save over $2,000 off our single unit pricing, with free shipping!• All 70 current Executive Briefings $95 programs• PLUS The Stanford Video Guide to Financial Statements (page 23)• PLUS The Stanford Video Guide to Negotiating (page 23)

Own the EntireExecutive Brief ings Library!

Bring new ideas and insights into your organization with an Executive Briefings Library. You’ll learn from successful industry leaders, innovative entrepreneurs, and today’s academic experts,all providing you with powerful management tools to propel your organization to the next level.

Jennifer AakerDavid AakerDaniel AmosGeorge AndersJeremy BailensonColleen BarrettAndy BoyntonScott BradyTim BrownLaura CarstensenSafra CatzClayton ChristensenRobert CialdiniPatrick ClearyDouglas ConantJay CongerShelley CorrellRob CrossGeorge DayDavid DeWaltCarol DweckFrank FlynnIsaac GetzJon GordonDeborah GruenfeldAnil GuptaGary HamelDoug HarrisJames HealyLinda HillJames HollingsheadRon HowardTony HsiehJay JackmanRoberta KatzCarol Kinsey GomanJames KouzesHarry KraemerJoel KurtzmanA.G. LafleyEdward LawlerLara LeeRaymond LevittCharlene LiAnn LivermoreRoger MartinChristina MaslachPhil McKinneyCynthia MontgomeryChunka MuiTom NagleMargaret NealeCharles O'ReillyTerry PearceJeffrey PfefferBill PriceJim QuigleyCarole RobinRichard RumeltRobert SapolskyTina SeeligBaba ShivRoger SiboniPeter SimsBrad SmithMyra StroberRobert SuttonBehnam TabriziTara VanDerveerEd WhitakerChristopher WorleyKit YarrowSteve YoungJohn ZengerGeorge Zimmer

SAVE over

$2,000!Special Library Pricing

and Free Shipping

$4,895

$4,595

7

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

and strategies to effectively and continuously innovate.



How to Manage People Through Change Carol Kinsey GomanKinsey Consulting

Executing Your Strategy Raymond Levitt Stanford University

Playing to WinA.G. LafleyProcter & Gamble

Roger L. MartinUniversity of Toronto

Billion-Dollar Lessons Chunka Mui Diamond Management Consulting

Strategy and thePurpose-Driven LeaderCynthia MontgomeryHarvard Business School

Built to Change Christopher Worley Univ. of Southern California

Edward Lawler Univ. of Southern California

Intelligent StrategyRichard RumeltThe Anderson School, UCLA

The Opportunity and Threat of Disruptive TechnologiesClayton ChristensenHarvard Business School

Change Managementand Strategic Planning Roberta Katz Stanford University

Getting from Little Bets to Big Breakthroughs Peter Sims Author of Little Bets


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? 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. Professor Levitt describes failures caused by companies investing in projects that did not meet the demands of the marketplace or became outdated before they could be released. (53 minutes, 2008)

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


INCLUDED INSTRATEGY & CHANGECOLLECTION

HOW TO MANAGE PEOPLE THROUGH CONTINUOUS CHANGE

Carol Kinsey Goman, PhDPresident Kinsey Consulting

• Fivemistakesleadersmakeinmanagingchange.• Whatittakestogofrom“survivingchange”to “thrivingonchange.”

Change is no longer an event. Change is business as usual. Customers are demanding more, competition is fierce, and a turbulent economy and technological advances increase the pressure to “do more with less.” Success today is dependent on keeping your work force resilient, positive, and engaged while this rapid (and accelerating) change constantly turns your organization upside down. Yet employees are increasingly skeptical about committing to business strategies that are continually redefined. 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)

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


BESTSELLER


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STRATEGY & CHANGE

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STRATEGY & CHANGE

PLAYING TO WIN: HOW STRATEGY REALLY WORKSA.G. LafleyFormer Chairman and CEOProcter & GambleRoger L. MartinDean, Rotman School of ManagementUniversity of Toronto

• Game-changingchoicesthattrouncethe competition.• Whyyourgoalmustbewinning,notjust playingwell.• Choosingtherightmetricstosupportyour strategy.

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.

First, define your winning aspiration—that is, choose “what” you want to be the best at (in P&G’s case, to be a leading skincare brand). Then, determine “where” you’ll play (P&G’s mass-market channel to a younger buyer). This opens up your possibilities for being distinctive and helps you choose “how” to win (P&G’s unique products). Then tap or develop the capabilities to deliver what your competitors cannot. Lastly, identify the management systems you’ll need to maintain your winning position. (46 minutes)

During A.G. Lafley’s tenure as Chairman and CEO, P&G’s market value grew by over $100 billion, making it one of the most valuable companies in the world. Roger Martin is recognized as a leading thinker in the business community and advises the CEOs of several major global corporations. The two are the authors of Playing to Win: How Strategy Really Works.


www.executivebriefings.com or Call 800-989-8273

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.



STRATEGY AND THE PURPOSE-DRIVEN LEADER

Cynthia MontgomeryProfessor of Business AdministrationDirector of ResearchHarvard Business School

• HowGucciachievedthemostdramatic turnaroundinfashionhistory.• Whyeveryemployeemustknowyourstrategy.

In the past 25 years, thousands of articles have been written about strategy, but virtually none about the leadership vital for doing it well. Strategy has been transformed from an art to a science, but it’s important to bring people back into the equation. Think about death, Dr. Montgomery suggests: the death of your business. Would the world be the same without it? Who will mourn you when you’re gone? Knowing what makes you matter to your customers is critical—but even that is not enough. 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, 2012)

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



THE OPPORTUNITY AND THREAT OF DISRUPTIVE TECHNOLOGIES

Clayton ChristensenProfessor Harvard Business School

• Howtofacilitatechangeratherthanfightit.• Whyyourcurrentcustomersmaybeholding youback.

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)

Professor Christensen, prolific author and entrepreneur, is considered one of the world’s top experts on innovation and growth. He earned his BA in economics from Brigham Young University, an M.Phil. in applied econometrics from Oxford University, where he studied as a Rhodes Scholar, and later an MBA and DBA from Harvard Business School


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.



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INTELLIGENT STRATEGY Richard RumeltProfessorUCLA Anderson School of Management

• SteveJobs’planforApplein1997:hatchetjob orstrategy?• Whyfinancialperformancegoalsarenotstrategy.

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

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


INCLUDED INSTRATEGY & CHANGECOLLECTIONBEST

SELLER

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.





STRATEGY & CHANGE

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, 2007)

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.


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STRATEGY & CHANGE


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)


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)



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

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

• Keystepscommontocompaniesthathave succeededinrapidtransformation.• Whyisspeedimportant?

Most companies that attempt fundamental transformation fail. Professor Tabrizi describes practices shared by those that succeed: top-down alignment, cross-functional teams with the stamina to “reassemble a flying plane,” ruthless operational execution, and dramatic cultural change. Hewlett-Packard’s management set goals, timetables, and performance expectations for an overhaul of its operating model, capital structure, R&D investment, and IT infrastructure. Oracle’s transformation from an amalgam of seventy “little companies” to an integrated, cost-efficient structure required a top-down sense of urgency, coupled with changes in performance incentives to get employees on board. (62 minutes, 2008)

Dr. Tabrizi is a professor of management science and engineering, Stanford University. Ann Livermore is executive vice president, Technology Solutions Group, Hewlett-Packard Co. Safra Catz is president of Oracle Corp. and a member of the board.DVD or Online Access $95 (see page 2 for details)

BESTSELLER

12

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

that show clear paths to developing and maintaining influence.



Power of Persuasion Robert Cialdini Arizona State University

Infinite RealityJeremy BailensonStanford University

Acting with PowerDeborah Gruenfeld Stanford Graduate Schoolof Business

Getting the Best from Others Doug Harris Kaleidoscope Group

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

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

Building a Winning Team Jon Gordon Author of

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

Influence: How to Build Effective Relationships Carole Robin Stanford University

Fear of Feedback Myra Strober Stanford University

Jay Jackman Psychiatrist

The Energy Bus

INFLUENCE & NEGOTIATION

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 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


13


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

Jeffrey PfefferProfessor of Organizational BehaviorStanford Graduate School of Business

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

ACTING WITH POWER Deborah GruenfeldProfessor of Leadership and Organizational Behavior Stanford Graduate School of Business

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 that 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” when we want to be authoritative, and “play low” when it’s more advantageous to be approachable. (59 minutes, 2012)


INFINITE REALITY: REVEALING THE BLUEPRINTS OF OUR VIRTUAL LIVES

Jeremy BailensonAssociate ProfessorDepartment of CommunicationStanford University

• Usingvirtualrealitytoinfluenceandteach.• Howtoturnvideogamersintocustomers.

Drawing on his years of research, Professor Bailenson demonstrates, in dramatic video footage, the power of virtual reality. In a virtual environment, subjects can be persuaded more easily, adopt new behaviors, and gain awareness and empathy for others. To reach future employees and customers, organizations can leverage virtual reality in two ways—internally, as a powerful teaching and learning tool, and externally, in marketing and communication practices. Early adopters such as Merrill Lynch, Toyota, LinkedIn and Konica Minolta are already seeing dramatic results in learning simulations, training, and marketing effectiveness. (56 minutes, 2013)

Jeremy Bailenson is the founding director of Stanford’s Virtual Human Interaction Lab and the coauthor of Infinite Reality. He earned his BA from the University of Michigan and his PhD in cognitive psychology from Northwestern University.DVD or Online Access $95 (see page 2 for details)


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

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





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. Before you begin, you need to determine three things: your bottom line, your optimistic target, and your alternatives if the deal fails. Try to figure out the same of your negotiating counterpart. The more prepared you are, the more flexibility you have in negotiating strategies. (54 minutes, 2010)

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


INCLUDED ININFLUENCE & NEGOTIATION COLLECTIONBEST

SELLER


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

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


COMMON PURPOSE: GETTING FROM ME TO WE

Joel KurtzmanChairmanThe Kurtzman Group

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


SKILLS, TECHNIQUES AND STRATEGIES FOR EFFECTIVE NEGOTIATIONS

Patrick ClearySenior Vice President Fleishman-Hillard

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


INFLUENCE: HOW TO BUILD EFFECTIVE RELATIONSHIPS AND ALLIES

Carole RobinLecturer, Organizational Behavior Stanford University

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




SPECIAL - ORDER 4 OR MORE $95 PROGRAMS FOR $79 EACH14


BESTSELLER

BUILDING A WINNING TEAMJon GordonAuthor of The Energy Bus

Fear and uncertainty in the workplace hurt the morale of teams and lead to pessimism, poor focus and subpar performance. Clear communication is key to successfully uniting teams. 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)



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)



www.executivebriefings.com or Call 800-989-8273 15

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

for helping your workforce reach its full potential.



Minimizing Gender Biases in the WorkplaceShelley Correll Stanford University

Happiness Matters Tony Hsieh Zappos.com, Inc.

Emotion vs. Analytics Baba Shiv Stanford University

The Innovation EngineTina SeeligStanford Technology Ventures Program

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

Judging Talent Frank Flynn Stanford University

Reinventing BusinessEd WhitakerBusiness Executive and Consultant

Good Boss, Bad Boss Robert Sutton Stanford University

Gen Y DecodedKit YarrowGolden Gate University

Mining TalentGeorge Anders Bloomberg View

PEOPLE & PRODUCTIVITY

INCLUDED INPEOPLE & PRODUCTIVITY COLLECTION

MINIMIZING GENDER BIASES IN THE WORKPLACE

• Whybothmenandwomenareproneto genderstereotyping.• Howcumulativebiaseslimitwomen’sriseto leadershippositions.• Sixstrategiestoreduceoreliminate genderbias.

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

Shelley CorrellProfessor of Sociology Stanford University

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.

We can minimize gender bias by knowingly avoiding stereotypes as shortcuts. Additional strategies include setting clear evaluation criteria before the evaluation process begins and then adhering to them, holding decision makers accountable for their decisions, measuring and reporting our organization’s progress in gender fairness, and legitimating women leaders by vouching for their competence. (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.


HAPPINESS MATTERS: CREATING A CULTURE FOR BUSINESS TO THRIVE

Tony HsiehCEO Zappos.com, Inc.

• Howtoalignyourcompanyaroundcorevalues.• The“woweffect”asamarketingstrategy.

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. Tony Hsieh shares how Zappos fosters its unique culture, starting with hiring employees based on their commitment to its core values. 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 developing connectedness with customers, business partners, and fellow employees. (63 minutes, 2011)

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. In 2009, the company was acquired by Amazon.com.


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 extraordinary results. Sharing success stories of industry leaders, O’Reilly provides a road map for success—one that begins with a set of values and a culture where psychological ownership takes precedence over financial incentives. (52 minutes, 2001)

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


16

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, 2010)

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



THE INNOVATION ENGINETina SeeligExecutive DirectorStanford Technology Ventures Program

• Howreframingthequestionallowsaninfinite numberofsolutions.• Thevalueofexperimentingwithun-useless inventions.

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

Tina Seelig is the author of inGenius: Unleashing Creative Potential. She earned her PhD in Neuroscience from Stanford University Medical School.DVD or Online Access $95 (see page 2 for details)



BESTSELLER

BESTSELLER




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

Robert SuttonProfessor of Management Science and EngineeringStanford University

• Themumeffectandotherchallengestobeinga goodboss.• Howtopredictthemosteffectiveleadersin anorganization.

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

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


17www.executivebriefings.com or Call 800-989-8273


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, 2009)

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



REINVENTING THE WAY WE DO BUSINESS

Ed 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, 2013).

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



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.



BESTSELLER




PREVENTING BURNOUT IN YOUR ORGANIZATION

Christina MaslachProfessor of Psychology University of California, Berkeley

• It’snotjusttheperson—it’sthejob(andtheperson).• Whyheavyworkloadsaren’talwaysthecauseof burnout.• Howtoincreasethepositivesandbuildjob engagement.

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)

Christina Maslach is one of the pioneering researchers on job burnout, and is the creator of “The Maslach Burnout Inventory,” the most widely used research measure in the field. She holds a PhD in psychology from Stanford University, and is the author of “The Truth About Burnout.”


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.



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

• Howourwesternizedlifestylemakesussick.• 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, 2009)

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


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.


BESTSELLER

SPECIAL - ORDER 4 OR MORE $95 PROGRAMS FOR $79 EACH 19

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)


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)


WHY DON’T WE NATURALLY MAKE GOOD DECISIONS?

Ron HowardProfessorStanford University

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



MINDSET, MOTIVATION AND LEADERSHIPCarol DweckProfessor of Psychology 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)


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)


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)


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

Sustained customer-focused innovation takes a disciplined approach to five key practices: empathy, clarity, commitment, agility, and leadership. Walk in your customers’ shoes to intuitively understand their experience. Be fully aware of your organization’s strengths and weaknesses. Build a common sense of direction and purpose among your employees. Take strategic, calculated risks but cut losses early and often. And as a leader, connect with others through personal stories and always lead by example. (53 minutes, 2012)

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


INCLUDED INSALES & MARKETING COLLECTION

• Fivepracticesforsustainedinnovationthrough acustomerfocus.• HowApple’sself-awarenessandcustomer- awarenessturneditaround.• Successfulcustomer-centricleaderswalkthe talk,withauthenticity.

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

CUSTOMER-CENTRIC INNOVATIONLara LeeChief Innovation and Operating OfficerContinuum


SALES & MARKETING

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

and sales strategies for today’s competitive markets.



Customer-Centric InnovationLara Lee Continuum

Creating Winning Social Media Strategies Charlene LiAltimeter Group

Strategies for SellingJames HealyLogic Vision

The Brand RaceDavid Aaker Haas School of BusinessUC Berkeley

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

Creating Infectious ActionJennifer Aaker Stanford Graduate School of Business

Organizing Your Business Around the CustomerRoger SiboniE.piphany

The Best Service Is No ServiceBill PriceLime Bridge

Leveraging China and India for Global AdvantageAnil GuptaUniversity of Maryland

Finding Untapped Growth in Existing Markets James HollingsheadDeloitte Consulting

SPECIAL - ORDER 4 OR MORE $95 PROGRAMS FOR $79 EACH 21

SALES & MARKETING

STRATEGIES FOR SELLINGJames T. HealyPresident and CEOLogicVision, Inc.

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

Sales is the lifeblood 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.



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 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.


INCLUDED INSALES & MARKETING COLLECTIONBEST

SELLER

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.




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)



22

SALES & MARKETING


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.



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

Companies should challenge the need, fundamentally, for customer service. Bill Price’s 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. No technology is necessary in order to adopt a “no service” mindset. And 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)


CREATING INFECTIOUS ACTION: HOW TO MAKE IDEAS TAKE FLIGHT

Jennifer AakerProfessor of Marketing Stanford Graduate School of Business

• Thenutsandboltsofusingsocialmediaforviral marketing.• Whatcausesacampaigntobecomeinfectious?

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

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



BESTSELLER

23

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 or Online Access $195 (see page 2 for details)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.

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