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Bill George is professor of management practice at Harvard Business School, and former chairman and chief executive officer of Medtronic. Goleman and George explain the authentic style of leadership - how leaders can motivate and drive performance through understanding and mastery of the self and connecting with the passion of…
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…
Liberating Leadership - With Isaac Getz
Program Highlights
  • How to create an environment where employees self-motivate.
  • Why you should embrace human nature rather than fight it.
  • Getting employees to own your vision of a freedom-based company.
When employees have the freedom and ability to act in the best interests of the company, performance improves.…
The Leader's Mind
Daniel J. Siegel is clinical professor of psychiatry at the UCLA School of Medicine, and the Executive Director of the Mindsight Institute. Siegel and Goleman explain the brain processes behind the most essential aspects of EI and leadership - Self-Mastery, Self-Awareness, and Resonance - and how leaders can use this…
Innovation at the Verge
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Part of the Series: Stanford Executive Briefings
Program Highlights:
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  • Why acquisitions fail--and how to make them succeed.
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Based on 25 years of experience in Silicon Valley,…
Giving Leadership Away
Part of the Series: Business Skills Collection
The first reaction of most new leaders is to take on more work--it's a natural reflex. How else can they be sure their project gets done right? But the more the leader takes on, the less motivated the team members become. The greatest challenge for team leaders is to let…
Difficult People and Situations: Leadership Sins
Leadership requires awareness, open communication and the ability to empower others. David makes several mistakes managing Anne, and after a feedback session he makes some changes. Part 1: The Sins -David doesn't discuss and agree on the way they will work together, doesn't listen and continually interrupts, fails to acknowledge…
So HELP Me - Supervisor Edition
Part of the Series: Business Skills Collection
How do supervisors affect customer service? We all know that frontline service people directly impact customer satisfaction. But we don't often look at how much a supervisor's behavior influences the service a customer ultimately receives. "So HELP Me" (Supervisor Edition) takes a fresh look at customer service by showing the…
Workplace Ethics
Answer the question "Why be ethical?" and teach all employees, including managers and supervisors, an ethical decision-making process that protects your organization and makes it a better place to work. Ethics matter. It's not just the big scandals you see in the news, but the small everyday decisions that add…
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…
Power: How to Get It, Use It, and Keep It - by Jeffrey Pfeffer
Part of the Series: Stanford Executive Briefings
Program Highlights:
  • Hierarchies are inevitable, so learn the rules of the game.
  • Qualities that create power--and why intelligence is not one of them.
  • How we limit ourselves when it comes to acquiring power.
Getting a job, having control over your work, and holding on to a job all…