Negotiation
Myths, Misperceptions and Damned Lies by Margaret Neale
Part of the Series: Stanford Executive Briefings

Show More

Related videos

Winners (Don't) Take All by Margaret Neale
Program Highlights
  • What NOT to learn from experience.
  • Where your greatest source of power dwells.
  • Why you might knowingly and voluntarily take a bad deal.
Negotiations have two dimensions: the creation of value, and the claiming of that value. Negotiators often focus on the value-claiming side, destroying value-creation…
Skills, Techniques and Strategies for Effective Negotiations - With Patrick Cleary
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Nine rules for getting the best deal.
  • How espionage and empathy get you prepared.
  • How to gain credibility--and the most common way to lose it.
As a former federal mediator, Pat Cleary has been involved with just about every kind of negotiation. In this entertaining presentation,…
Nonverbal Communication in a Global Marketplace
Most studies have demonstrated that students have little understanding of the importance of nonverbal communication. This deficiency is particularly acute when called upon to communicate in the international arena. The focus of this program is twofold. First, to introduce the student to the mechanics of nonverbally communicating through gestures, proxemics…
Good Boss, Bad Boss - How to Master the Art of Leadership by Robert Sutton
Part of the Series: Stanford Executive Briefings
The best are those who understand their people's opinions of them and what it's like to work for them. This is no easy task. People in power tend to focus on their own needs over the needs of others. They also believe they have a stronger positive influence over their…
Getting the Best from Others - With Doug Harris
Part of the Series: Stanford Executive Briefings
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…
Customer-Centric Innovation - With Lara Lee
Part of the Series: Stanford Executive Briefings
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…
Emotion vs. Analytics - Decision Making and the Biased Brain by Baba Shiv
Part of the Series: Stanford Executive Briefings
Is it best to be emotionless and analytical in decision making? When our goal is to be decisive, the answer is a resounding No. Instead, harnessing the power of emotions is critical. Studies of the neural underpinnings of decision making show that our brains start by evaluating options analytically. But…
Organizing Your Business Around the Customer by Roger Siboni
Part of the Series: Stanford Executive Briefings
Not all customers are created equal. Ten percent of your customers often provide ninety percent of your Profits. As Roger Siboni explains, 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…
Five Lessons For Leaders in the 21st Century
The concept of leadership is changing. Joel Barker's LEADERSHIFT Five Lessons for Leaders in the 21st Century explores these shifts and offers five concepts that will improve the performance of any leader. Using bridge-building as a metaphor, futurist Joel Barker teaches us that, more than anything else, the 21st century…
Innovation at the Verge
Joel Barker has always believed the future is something you create, not something that happens to you. In this bold, new program, Innovation at the Verge, Barker teaches how to create your own future by finding your next innovation. Through stories and examples, you will learn how to combine your…
Leading by Example: Organizational Success Through Reciprocal Altruism - by George Zimmer
Part of the Series: Stanford Executive Briefings
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 wideranging talk, Zimmer explains how his experience proves that a culture based on strong ethical values...The…
Leading in a Connected World - With Rob Cross
Part of the Series: Stanford Executive Briefings
Networks of relationships among employees are increasingly the means by which organizations create value and foster innovation. From ten years of research tracking top-performing leaders at over 60 companies, Professor Cross found that successful leaders manage informal networks to compensate for weaknesses in formal structures, and thus improve collaboration, knowledge-sharing…