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A Leader's Legacy
Stanford Executive Briefings Jim Kouzes Executive Fellow, Center for Innovation and Entrepreneurship, Leavey School of Business, Santa Clara University
Jim Kouzes Executive Fellow, Center for Innovation and Entrepreneurship, Leavey School of Business, Santa Clara University Based on 25 years of research, Jim Kouzes explores the tough and often ambiguous issues that today's leaders must grapple with, including how you can't take trust for granted, w... read more
Acting with Power
Stanford Executive Briefings Deborah Gruenfeld Stanford Graduate School of Business illustrates how our nonverbal behavior affects how we are perceived in a hierarchy
Deborah Gruenfeld Stanford Graduate School of Business Combining research on the psychology of power with the acting skills of the theater, Professor Gruenfeld illustrates how our nonverbal behavior affects how we are perceived in a hierarchy — far more than the words or arguments we use. Acting wit... read more
The Art of Leadership - One Touchpoint at a Time
Stanford Executive Briefings Doug Conant CEO, ConantLeadership.com, Former CEO Campbell Soup Co.
Doug Conant CEO, ConantLeadership.com Former CEO, Campbell Soup Co. Doug Conant, former CEO of Campbell Soup company understands that 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. In The Art of Leadership ... read more
Best Service is No Service
Stanford Executive Briefings Bill Price President, Driva Solutions; Co-Founder, LimeBridge says that that companies should challenge the need for customer service in the first place.
Bill Price President, Driva Solutions; Co-Founder, LimeBridge Companies should challenge the need, fundamentally, for customer service. Bill Price’s game-changing approach in the Best Service is No Service program treats service as a data point of dysfunction since it is almost always needed either ... read more
Brand Race: How to Rise Above the Competition
Stanford Executive Briefings: David Aaker Vice Chairman, Prophet, and Professor Emeritus, Haas School of Business explains how to win the brand race through substantial innovations that define new categories or subcategories and thus make competitors irrelevant.
David Aaker Vice Chairman, Prophet, and Professor Emeritus, Haas School of Business Win brand relevance by timing your product innovations to market need (Apple), tapping underserved segments (Luna), building a robust customer relationship (Harley-Davidson), erecting barriers to competition in execu... read more
Building a Winning Team
Stanford Executive Briefings Jon Gordon Author, The Energy Bus outlines strategies for successfully uniting teams center on his belief that communication is key.
Jon GordonAuthor, The Energy Bus Jon Gordon’s strategies for successfully uniting teams build on the premise that communication is key. Building a Winning Team Program Highlights: Enhance employee engagement and trust to boost performance. Eliminate the subtle negativity that can sabotage teams. Fea... read more
Stanford Executive Briefings: Jim Quigley CEO, Deloitte Touche Tohmatsu explores what organizations can learn from innovative leadership styles and how leaders can get people to work together effectively toward their defined goals.
Jim Quigley CEO, Deloitte Touche Tohmatsu Ltd. Analyzing and increasing the understanding of who leaders need to work with, what they want to achieve, and how their people work together effectively enables leaders to act with accuracy to create the conditions for success. Collective Leadership Progr... read more
Creating Infectious Action
Stanford Executive Briefings Jennifer Aaker Professor of Marketing, Stanford Graduate School of Business explains brand development and the nuts and bolts of using social media for viral marketing.
Jennifer Aaker Professor of Marketing, Stanford Graduate School of Business You'll learn in the Creating Infectious Action program that brand development is shifting from an advocacy marketing model (why one should buy a brand) to an ambassador model (how you can participate in the brand). Social me... read more
Creating Winning Social Media Strategies
Stanford Executive Briefings Charlene Li Founder, Altimeter Group shows us how companies can use social media tools to develop more intimate and beneficial relationships with customers.
Charlene Li Founder, Altimeter Group Citing intriguing examples from Oracle, Southwest Airlines, Walmart, Comcast, and Starbucks, Charlene Li shows us in the Creating Winning Social Media Strategies video how companies can use social media tools to develop more intimate and beneficial relationships ... read more
Creativity: The Pixar Process
Stanford Executive Briefings Ed Catmull President, Walt Disney and Pixar Animation Studio provides a roadmap for innovation and creativity through learning from mistakes, teamwork, and a focus on excellence.
Ed Catmull President, Walt Disney and Pixar Animation Studios When your goal is to lead a more creative team, your job is not to make your people more creative. Your job is to remove the barriers that get in the way of each individual’s original ideas and natural desire to contribute. This starts wi... read more
Stanford Executive Briefings Lara Lee Chief Innovation and Operating Officer, Continuum
Lara Lee Chief Innovation and Operating Officer, Continuum According to Lara Lee, intensive customer focus is the most effective means of achieving the rich pipeline of innovation that leads to continuous improvement and consistent growth. In the Customer-Centric Innovation program, she shares examp... read more
Don't Just Set Prices: Manage Them Strategically
Stanford Executive Briefings Tom Nagle Chairman and CEO, Strategic Pricing Group explains that in order to get customers to pay for value, you have to do more than just set a value-based price.
Tom Nagle Chairman and CEO, Strategic Pricing Group When customers reject your price, it is often thought that the price is too high. But according to Tom Nagle in the Don't Just Set Prices program, this may not be true. Price levels are only the visible "tip of the iceberg" of pricing strategy. Nag... read more