Three Keys to Becoming a Great Leader
Part of the Series: Stanford Executive Briefings

Three Keys to Becoming a Great Leader
Show More

Related videos

How to Think Like a Start-Up Leader
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Why companies need different policies and procedures designed for innovation
  • How to implement Customer Development and other "lean" practices
Companies looking to be innovative face a conundrum: policies and procedures designed to make them efficient oftentimes stifle innovation. Unlike start-ups which are innovative by design, most…
Leadership BS - Fixing Workplaces One Truth at a Time
Part of the Series: Stanford Executive Briefings
Program Highlights
  • 35% of US employees would rather get their boss fired than receive a big raise.
  • More employees are actively sabotaging their employers than the few who are working hard.
  • Narcissism and dishonesty are common traits of our most highly respected leaders.
Why do leaders fail their…
Leadership Lessons Learned the Hard Way
Part of the Series: Stanford Executive Briefings
VMware CEO Pat Gelsinger shares his perspective on effective leadership, based on his own personal experience and lessons he has learned over the course of his 35-year career in the technology industry.
  • Reasons to discount the HIPPO--the highest-paid person's opinion.
  • Why you need to embrace your failures and keep…
Creativity - The Pixar Process
Part of the Series: Stanford Executive Briefings
Program Highlights
  • What you do when the baby is ugly, and why early versions of the best films actually tend to "suck."
  • Why your goal is not to avoid errors, but to remain in the dynamic middle of the "dumb quotient."
  • The best mix for your team: experienced members…
Capabilities-Driven Strategy
Part of the Series: Stanford Executive Briefings
Most companies today face a fundamental problem: the disconnect between what they aspire to do and what they can actually accomplish. CEO's are worried about their differentiation in a world that is increasingly hard to compete in. But are they creating strategies without fully understanding what the organization is capable…
Getting (More of) What You Want - Negotiating Deals Big and Small
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Negotiations as collaborative events.
  • Three negotiating tools that are almost never used to their potential.
  • The surprising advantage gained by focusing your counterpart's attention on his or her alternatives.
A negotiation is not a battle. That's how Professors Neale and Lys begin this presentation, explaining that…
Simple Rules - Thriving in a Complex World
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Six short-cut strategies for achieving your toughest goals.
  • A clear process to create better rules for business and personal life.
  • Examples and tools for successful implementation of Simple Rules.
We struggle with complexity every day. We have too much information, face too many choices, and drown…
Six Skills of High-Scale Entrepreneurs
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Spotting opportunities that others don't see.
  • The OODA method for fast cycle iteration: observe, orient, decide and act.
  • Why you need to set a failure ratio rather than strive for a perfect record.
How do you take an idea and turn it into a 100-million dollar…
A Leader's Legacy - With Jim Kouzes
Part of the Series: Stanford Executive Briefings
Each one of us has the opportunity to be a leader and to encourage the success and productivity of those around us. But such in uence takes work, especially if you want to leave a lasting impact. Based on twenty-five years of research, Kouzes explores the tough issues today's leaders…
Executing Your Strategy - How to Break It Down and Get It Done by Raymond Levitt
Part of the Series: Stanford Executive Briefings
In a business environment of fastmoving markets, global supply chains, and dynamic technologies, executing strategy is becoming increasingly dif cult. How do you aim for a target that is constantly shifting--while standing on a platform that is constantly destabilized? Professor Levitt provides the answer: plan in detail only as far…
Strategy for Transformational Change - With Brad Smith
Part of the Series: Stanford Executive Briefings
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…
Intelligent Strategy - With Richard Rumelt
Part of the Series: Stanford Executive Briefings
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…