Bring new ideas and insights into your organization. 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
The collections consist of the following:
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

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All 74 current Executive Briefings
PLUS The Stanford Video Guide to Financial Statements
PLUS The Stanford Video Guide to Negotiating
PLUS the 12-program Best Practices for Your Website series
The DVDs are now available for immediate Loan for 2 weeks.
Click HERE to find out more from the Library OPAC
SAFTI Military Institute Library
499 Upper Jurong Road, #01-03
Singapore 638364
Tel: 6799 7432
Fax: 6792 2780
Email: saftilibrary@starnet.gov.sg
Homepage: www.mindef.gov.sg/safti/saftilibrary/
OPAC: http://safti.spydus.com.sg
1. A Leader's Legacy
- Jim Kouzes
Formats: DVD
Duration: 49 Minutes (2006)
Call No: VD1171
Within all levels of every organization, each one of us has the
opportunity to be a leader and a role model. Through our efforts,
we can significantly 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 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
why failure should always be an option, and how to liberate the
leader in everyone. Kouzes explains that leadership is personal—
that the people you lead need to know who you are and what you
care about before they can follow you. He acknowledges that this
closeness may feel risky, but in the end, it makes the task a bit
easier when you have to give the bad news as well as the good. In
this informative and motivating talk, Jim shares his conviction that
we all want to live a life of significance, and he reminds us that the
legacy we leave is the life we lead.
2. Avoiding the Workforce Crisis: How to Beat the Coming
Shortage of Skills and Talent
- Tamara Erickson
Formats: DVD
Duration: 55 Minutes (2007)
Call No: VD1218
The impact of demographic trends and generational differences is
already causing trouble for employers. Fewer individuals are
entering the workforce, and those that do tend to have lower
qualifications while at the same time presuming higher
expectations. Tamara Erickson explains how different generations of
employees perceive the workplace, and describes how to attract
and retain workers with this viewpoint in mind. Savvy employers
will need to cast their nets far and wide: recruiting at multiple
points, offering lateral career opportunities, and investing in
development. And for retention, Erickson advocates "retiring
retirement," introducing greater flexibility, and engaging the hearts
and minds of your employees by giving their work meaning and
personal value
3. The adaptive organization
- Richard Roi, Ed.D and Todd Pierce
Formats: DVD/VHS
Duration: 52 Minutes (2006)
Call No: VD1219
In most large companies these days, you'll find five to ten change
initiatives underway at any one time. Yet more than half of these
efforts will fail. Forward-thinking leaders often start a worthwhile
project but then neglect to follow it through to the end of its
lifecycle, where it gets lost at the operational level as it competes
with other priorities. Richard Roi and Todd Pierce explain how to
build an adaptive organization from the bottom up, gaining
commitment from each employee as an individual and as a member
of the team.
4. Behind the Browser
- Matt Cohen
Format: DVD
Duration: 33 Minutes
Call No: VD1132
In easy-to-understand lay terms, Matt Cohen explains the key
applications at work behind a web page. You’ll see how a page is
generated from file downloads and links, how traffic to the page is
tracked, what cookies are and how they are used, and more
5. The Best Service is No Service
- Bill Price
Formats: DVD
Duration: 52 Minutes
Call No: VD1133
With the ever-present need to reduce costs and boost customer
loyalty, Bill Price argues that companies should challenge the need
for customer service in the first place. This 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.
Sharing examples from his experiences in the U.S. Navy and with
MCI and Amazon, as well as those of companies such as Toyota that
engineer out the need for customer service, Price outlines seven
principles of best service. He emphasizes that no technology is
necessary in order to adopt a “no service” mindset. 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.
6. Bill Gates in Conversation with Stanford President John
Hennessy
- Bill Gates
Formats: DVD
Duration: 57 Minutes (2002)
Call No: 1134
In this lively and informative presentation, Bill Gates gives you his
perspective on where technology is headed. Expanding on his belief
that we're "really just at the beginning," he shares his goals for the
current decade—advances in networking and application
interactivity; increases in reliability and ease of use; and
improvements in productivity, as information sharing becomes
more and more efficient. During a candid question and answer
session fielded by Stanford President John Hennessy, Gates
responds to issues ranging from privacy to security concerns; and
from intellectual property protection to current limitations on
broadband access.
7. Billion-Dollar Lessons: What You Can Learn from Business
Failures
- Chunka Mui
Format: DVD
Duration: 48 Minutes
Call No: VD1135
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 1 cause of failure was not sloppy execution,
poor leadership or bad luck. It was, instead, misguided strategy. Mui
gives examples of the seven most common strategic failure
patterns: illusions of synergy, misjudged adjacencies, faulty financial
engineering and others. He explains that each pattern has
predictable red flags. Human beings are hard-wired for bad decision
making in complex situations, notes Mui. We hone in on answers
before examining all the facts, and then seek evidence to confirm
our answers. We are adversely influenced by emotion, loyalties, and
group thinks. However, decision making can be improved when we
encourage conflict and question our assumptions. A devil’s
advocate review should be built in early to the strategy process, and
again at the key design stages and when near completion for a last
chance to review the full strategy.
8. Boom and Bust: Thriving Through Major Business Cycles
- Dave Hitz
Format: DVD
Duration: 54 Minutes
Call No: VD1136
Voted the Number 1 company to work for in 2009 by Fortune
magazine, NetApp has successfully navigated through every major
cycle in business: from the frenetic mentality of a startup, through
the tumultuous period of the dot-com boom and bust, and finally to
the relative stability of a mature enterprise organization. The
company’s core values of candor, integrity, teamwork, and
simplicity not only contributed to Fortune’s ranking, notes Dave
Hitz, but also helped it transition through these growth phases—
and thrive. To survive and grow through business cycles, NetApp
transformed itself from a technology startup into an enterprise
vendor, diversifying in both products and customers. Now, in setting
a strategic course and planning for future growth, Hitz uses a habit
he developed of visualizing “the future as history.” Describing the
future in the past tense, including the real steps needed to get
there; helps prepare the company and employees for the inevitable
transformations to come.
9. Broadcasting Your Brand
- Cody Simms
Format: DVD
Duration: 50 Minutes
Call No: VD1137
A primer on ways to sprinkle your brand and your content
throughout the Web using on-demand methods such as RSS, activity
streaming through social channels such as Twitter and FriendFeed,
widget embedded content and shared application platforms.
10. Building a Feedback-Positive Organization
- David Bradford and Scott Brady
Formats: DVD
Duration: 53 Minutes (2005)
Call No: VD1138
Gordon’s strategies for successfully uniting teams center on his
belief that communication is key. 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.
12. Building Effective And Efficient Personal Networks
- James Baron
Formats: DVD
Duration: 56 Minutes (2005)
Call No: VD1139
It goes without saying that networks can be powerful career tools,
helping to drive performance and build influence. But they benefit
organizations as well, enhancing productivity and improving
communication between disparate business units and functions.
Networks also provide cultural benefits, including our identity, wellbeing and sense of purpose. The best networks allow access to
unexpected, non-redundant information by creating ties to a wide
spectrum of otherwise unconnected individuals. Therefore,
networking requires that you change the way you think about
people—even in settings where it doesn't appear that anything of
value can happen. In this insightful talk, Professor Baron offers
concrete suggestions for building an effective and efficient personal
network.
As a leader, you hire for potential. Therefore, one of your core jobs
is as a developer of people. A readiness to offer timely and honest
feedback makes all the difference to your employees. Rather than
being taken as a negative, such input shows concern for the
development of each individual. This works for the management
team, as well. While at times the focus needs to be on the gap
between what is expected and what you are doing wrong, the best
feedback focuses on the gap between what you are doing well and
what you can be doing even better. 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
11.
Building a Winning Team
- Jon Gordon
Format: DVD
Duration: 46 Minutes
Call No: VD1140
Fear and uncertainty in the workplace hurt the morale of teams and
leads to pessimism, poor focus and subpar performance. Jon
13.
Built to Change: How to Achieve Sustained
Organizational Effectiveness
Formats: DVD
Duration: 54 Minutes (2006)
- Edward Lawler and Christopher Worley
Call No: VD1141
Organizations are built for stability, not for change. But in today's
highly competitive business environment, organizations must be
ready to change—and change frequently. They need to replace
long-term planning with a succession of short-term advantages.
They must increase their "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. Lawler
and Worley discuss methods for creating strategies, structures,
communication processes, and human resource management
practices that are designed to facilitate an organization's ability to
change.
14.
Change Management and Strategic Planning
- Roberta Katz
Formats: DVD
Duration: 47 Minutes (2006)
Call No: VD1142
Strategic planning is the process of creating a wave of change while
gaining commitment from your employees and other stakeholders
necessary to make it happen. Yet, change inevitably engenders
resistance. Even the best strategic plans can fail if this resistance is
not met and overcome. Dr. Katz explains six principles for effective
implementation: leadership, a clear vision or goal, a comprehensive
perspective, a process for adverse opinions, persistence, and
flexibility. She then provides examples of each of these
components, and discusses current efforts within Stanford
University that provide a model for successful change.
15. Coaching a Winning Team
- Tara VanDerveer
Formats: DVD
Duration: 55 Minutes (1997)
Call No: VD1143
Whether it is in basketball or business, a successful team is created
by strengthening individual qualities and focusing them on a
singular goal. A candid and engaging storyteller, VanDerveer shares
the coaching methods that have helped her teams triumph, as well
as what she has learned to avoid. Making honesty and positive
reinforcement the cornerstones of her process, she explains her
techniques for maintaining team unity and focus.
16. Common Purpose: Getting From Me to We
- Joel Kurtzman
Format: DVD
Duration: 54 Minutes
Call No: VD1144
Companies that achieve and sustain exceptional results over time
are rare. Those that do are made up of people united by a common
purpose—one that fosters hard work, sacrifice, and exemplary
performance to accomplish the goals of the organization. Their
leaders, whether at Disney, Google, or Staples, inspire a palpable
sense of mission and provide the means for individuals to
contribute as much as possible. Joel Kurtzman’s “new rules of
employment” to instill common purpose are based on years of
research and numerous interviews with top executives. From
American Express’s Kenneth Chenault, to Michael Dell of Dell Inc.,
and Steve Wynn of Wynn Resorts, successful leaders align the
interests of individuals with those of the organization. NASA in the
1960s, for example, offered employees an once-in-a-lifetime
learning opportunity to tackle what they couldn’t do anywhere else,
aligning their personal benefit with that of the space program. And
they create leaders at every level of the organization by
communicating and modeling what’s expected, and then providing
feedback and celebrating successes.
17. Creating the Future
- Dr. Gary Hamel
Formats: DVD
Duration: 55 Minutes (1998)
Call No: VD1146
The biggest risk today is irrelevancy. Barriers that protected
incumbents in the past have broken down, and competitive
positions can be quickly overturned. If you miss a trend, there may
be no catching up. How do you stay out of the band of mediocrity
and position your company to become an architect of industry
revolution? The answer is to reinvent who you are in meaningful
ways. Innovation has to be a deeply embedded capability where
every person in the company has a responsibility for wealth
creation. Of course, wealth will not only be created, it will also be
destroyed. As companies move beyond incremental change,
strategy innovation is the only way for a company to renew its lease
on success.
18. Creating Winning Social Media Strategies
- Charlene L
Format: DVD
Duration: 54 Minutes
Call No: VD1145
A fundamental power shift is underway in relationships between
organizations and customers. 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, Walmart, Comcast, and Starbucks, Charlene Li
shows how companies can use social media tools to encourage that
dialog and have more intimate, beneficial relationships with
customers. To get started, says Ms. Li, uncover what people want
from you—whether it is product information, reviews from users,
customer service attention, or input into product development. As
you develop your communication strategy, start small and
concentrating on how to meet the needs of your audience. Identify
the “realist/optimist” in your organization who can jumpstart the
process. Craft metrics and communication policies that align with
your business goals. And then “prepare to let go” of absolute
control.
19. Creativity in Business
- Michael Ray
Formats: DVD
Duration: 53 Minutes (1998)
Call No: VD1147
Continual innovation is essential to succeed in today's challenging
marketplace. Everyone in your organization needs to draw from
what Professor Ray calls an "inner creative essence" to keep up with
the demands of consumers, the expectations of stockholders, and
potential inroads from competitors. He describes how to use four
tools—faith, absence of judgment, observation, and questions—
that can release creativity in your enterprise, sidestepping potential
pitfalls and opening up opportunities.
20. Decision Analysis: Why Don't We Naturally Make Good
Decisions?
- Ron Howard
Formats: DVD
Duration: 49 Minutes (2007)
Call No: VD1214
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. Most of
us can't stop our emotions from ultimately having more sway than
our rational deliberation. Dr. Howard has spent much of his career
studying this struggle between instinct and logic, and provides
insights as well as practical suggestions for improving the quality of
our decision making. Dr. Howard describes the elements of highquality decisions: proper framing, clear alternatives, and
appropriate information, considered preferences, and the logic
necessary for an uncertain world. By understanding the critical
distinction between decisions and outcomes, and using effective
decision analysis tools, we can increase our clarity of action in the
personal and professional decisions that shape our lives and
organizations.
21. Don't Just Set Prices: Manage Them Strategically
- Tom Nagle
Formats: DVD
Duration: 57 Minutes (2005)
Call No: VD1148
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? Maybe not,
says Tom Nagle. Price levels are only the visible "tip of the iceberg"
in pricing strategy. Nagle explains that in order to get customers to
pay for value, you have to do more than just set a value-based price.
You must proactively manage your markets with communications
that justify your price in terms of value. You need to offer service
packages that customers recognize as providing extra value. And
you need to manage a price structure that tracks with value, and a
pricing process that forces customers to acknowledge value with
their pocketbooks.
22. Driving Innovation in a Tough Economy
- Chris Capossel
Format: DVD
Duration: 58 Minutes
Call No: VD1149
After reinventing itself years ago from a software-for-PCs producer
to a software-for-the-enterprise producer, Microsoft is now in the
midst of a multi-year initiative to transform itself again—to a
software-plus-internet-services provider. And Microsoft remains
committed to that transformation, notes Chris Capossela, despite
the global economic downturn. In fact, it sees the crisis as an
opportunity to rally all parts of the company behind its “big, big
bets” for the next five to ten years. For the short term, Microsoft’s
strategic direction to employees comes down to four simple
guidelines: understand what they can and cannot control, prepare
for an unknown length and depth of downturn, strengthen
customer and partner relationships to grow market share, and act
with a sense of urgency. For the longer term, the single-minded
focus on its software-plus services initiative—which led to Xbox
LIVE® and Exchange Online, for example—will continue to demand
innovation on all fronts: technology, new business models, global
pricing plans, and even naming and packaging practices
23. Emotion vs. Analytics: Decision Making and the Biased Brain
- Baba Shiv
Format: DVD
Duration: 61 Minutes
Call No: VD1150
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 very soon—usually based on
first impressions—we create an emotional front-runner. We then
continue down a path of predecisional distortion, which biases
further evaluation. Rather than creating bad decisions, however,
this distortion leads to more confident, committed decision making.
This natural process works best for tradeoff conflicts: deciding
between current options. It also works well for decisions involving
innovation, growth and expansion. But in cases of sequential
conflicts—or when the risk of danger or a bad outcome is greater—
taking a more analytical approach is the better choice. Dr. Shiv
describes specific techniques for gathering data, group decision
making, accessing your gut feelings, and knowing when to allow the
contrarians to dominate the discussion.
24. The Enterprise of the Future: Turning Change into
Opportunity
- Jim Bramant
Formats: DVD
Duration: 46 Minutes (2008)
Call No: VD1151
Leaders today face an ever more global, competitive, and dynamic
environment. Emerging markets provide growth opportunities, yet
demand innovative business models. Jim Bramante distills the
findings of IBM’s latest Global CEO Study, based on interviews with
one thousand CEOs worldwide, to define the Enterprise of the
Future. He points to five strategic trends found in the leaders
across industry segments. Top performers hunger for and embrace
change rather than react to it. They innovate beyond customer
imagination to reach the technologically sophisticated. These
leaders seek new ways to organize globally to tap worldwide talent,
and they are willing to aggressively attack enterprise and revenue
models—even whole industry models. Finally, they demonstrate a
genuine concern for customer and corporate social responsibility.
25. The Exceptional Leader: Action Steps for Leadership
Formation
- Jack Zenger, PhD
Formats: DVD
Duration: 52 Minutes (2005)
Call No: VD1152
Empirical data shows a distinct correlation between quality of
leadership and business performance. Effective leaders are
therefore critical to the success of any enterprise. Yet 70% of
Fortune 100 executives recently admitted their companies had
insufficient bench strength to carry them into the next decade. How
can leaders be found to fill this gap? While formal leadership
development programs have often failed to achieve measurable
results, Jack Zenger believes that average managers can develop the
specific traits shared by exceptional leaders—traits that improve
retention, customer satisfaction, employee engagement, and
bottom-line profitability. Based on the best practices of leading
organizations, Zenger defines these characteristics, and offers ten
specific recommendations proven to enhance leadership
development.
26. Executing Leadership Transitions: Strategies and Practice
- Scott McNealy
Formats: DVD
Duration: 56 Minutes (2007)
Call No: VD1153
Scott McNealy believes leaders cannot be created—only identified.
But even natural leaders need exposure. They need the opportunity
to take on challenges that hone their skills and generate the wisdom
to reach their full potential. That's where coaching comes in. Given
proper motivation and mentoring, individuals (and teams) will do
their best—strengthening their organizations in the process of
increasing their own effectiveness. McNealy explains how to
develop your own strengths to lead other leaders. And, having
recently completed a successful leadership transition strategy at
Sun, he shares his methods for selecting and grooming dynamic
leaders. He emphasizes the importance of evaluating on the basis of
integrity as well as ability, and encourages you to get rid of the
prima donnas (sooner rather than later). In this insightful talk,
McNealy offers a game plan for preparing and inspiring your next
generation of leaders—at every level of your organization.
27.
Executing Your Strategy: How to Break It Down and
Get It Done
- Raymond Levitt
Formats: DVD
Duration: 53 Minutes (2008)
Call No: VD1154
In a business environment of fast-moving markets, global supply
chains, and dynamic technologies, executing strategy is becoming
increasingly difficult. 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 out as you can see; keep questioning your assumptions
about your markets, resources, and competitors; and revise your
rolling plan frequently as you track and resolve changing issues. Dr.
Levitt emphasizes the critical importance of aligning your
organization’s structure and culture with your strategy. He
describes business failures caused by product value differentiation
in conflict with core organizational strengths, leading companies to
invest heavily in projects that did not meet the demands of the
marketplace or became outdated before they could be released.
28. Fear of Feedback
- Myra Strober and Jay Jackman
Formats: DVD
Duration: 51 Minutes (2004)
Call No: VD1155
Giving feedback to your subordinates can improve their
performance and make you look better as a leader and manager.
Receiving feedback can enhance your career and make your job
more rewarding. Yet, in most organizations, there is a two-way
conspiracy of silence that subverts honest feedback and causes a
downward spiral of maladaptive behaviors: procrastination, denial,
brooding, jealousy, confusion, blame and self-sabotage. Strober
and Jackman detail a road map for moving out of the fear and anger
that lie beneath these behaviors, and into a mode that encourages
open communication. They 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, whether the
message is negative or positive.
29. From humble beginnings to admired enterprise: What
Drives Phenomenal Success?
- Colleen Barrett
Formats: DVD
Duration: 50 Minutes (2007)
Call No: VD1213
Southwest Airlines started with a simple idea, and managed to stick
with it through decades of unprecedented growth. Many have tried
(but failed) to emulate their success. According to Colleen Barrett,
the idea is so simple, nobody quite believes it: customers return
because they like the experience and they like the way they are
treated. But how do you keep your customers this satisfied? By
keeping your employees satisfied. Barrett spends 70-80% of her
time assuring that her employees are valued as people, 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. Her guiding rule
is to hire on attitude and then train for skills, seeking individuals
who will take the business—but not themselves—seriously.
30. Garage-Based Innovation
- Phil McKinney
Format: DVD
Duration: 54 minutes
Call No: VD1157
The drive to invent that Bill Hewlett and David Packard shared when
they launched HP in a garage decades ago is critical to organizations
today. As we shift from a knowledge-based economy to a creative
economy, innovation-driven companies will be the leaders.
Fortunately, says Phil McKinney, creativity is a skill that can be
practiced and learned, and he shares his “FIRE + PO” process for
tapping human ingenuity. FIRE is a four-step process for 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 of the organization. Execute on the ideas with a
staged rollout for validation. PO, or perspective and observation,
bring the big picture to the process. When we broaden our
perspective by knocking down ingrained blinders, and get in the
field to directly observe problems or opportunities, truly creative
ideas emerge
31. Getting the Best from Others
Formats: DVD
Duration: 48 Minutes (2007)
- Doug Harris
Call No: VD1158
Good managers, wanting to do the right thing, often miss the boat
when it comes to getting the best out of a diverse workforce. Not
wanting to offend, they 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 and alienates their
staff. Doug Harris has spent his career discovering what it takes to
start the dialogue and establish parameters for healthy debate. He
explains the steps for reaching awareness, managing biases, and
"doing unto others as they want to be done unto." He encourages
us to expand our network, explore cultural events, and study up. By
bringing different people to the table, different questions get asked.
This leads to innovation, better solutions and an empowered,
involved workforce.
32. Hard Facts, Dangerous Half Truths, and Total Nonsense:
Profiting from Evidence-Based Management
- Robert Sutton
Formats: DVD
Duration: 59 Minutes (2006)
Call No: VD1159
Knowing what to do often has little or no impact on what managers
actually do, and organizations often fail to put their knowledge into
action. Deficient practices—not people—are to blame for the
disconnection between knowing and doing. Some companies are
able to avoid these action-inhibitors altogether, and others have
learned to overcome them. Dr. Sutton outlines strategies that drive
out destructive management practices and pave the way for
knowledge to be implemented.
33. Harnessing the Power of Blogs
- Scott Karp
Format: DVD
Duration: 52 Minutes
Call No: VD1160
As a platform for daily online publishing, blogs can dynamically
connect your site to the larger online ecosystem and draw people to
your site. The more readers that link to your blog, the higher your
search engine ranking. Learn how blogging can expand your
editorial mission.
34.
How Great Companies Achieve Extraordinary Results
with Ordinary People
- Charles O'Reilly III
Formats: DVD
Duration: 52 Minutes (2001)
Call No: VD1162
How can corporations get the most out of their employees? Charles
O'Reilly challenges the prevailing wisdom that companies must
chase and acquire outside talent in order to remain successful. He
argues that companies need to abandon the obsession with hiring
high-priced stars, and instead motivate ordinary people to build a
great company and achieve extraordinary results. According to
O'Reilly, companies should start with a set of values that creates a
culture where psychological ownership takes precedence over
financial incentives. Employees need to feel listened to, they need
to feel that they can make a difference, and they need to feel
appreciated. Easier said than done? O'Reilly shares success stories
from Southwest Airlines, Men's Wearhouse, the SAS Institute, and
others. He also identifies companies that have tried but failed to
change their cultures, and points out the moment of failure. Can
organizations change themselves? O'Reilly says yes. And in this
lecture he provides a road map for success.
35. How Great Decisions Get Made
- Don Maruska
Formats: DVD
Duration: 55 Minutes (2004)
Call No: VD1162
Great
companies
are
built
upon
great
decisions.
Unfortunately, many organizations are held back by "mind games"
and divisive debates that get in the way of great decision making.
Don Maruska has developed a ten-step plan that helps you break
through the corporate gridlock to find lasting solutions on even the
toughest issues you face. Instead of the confrontation, frustration
and inaction that often stymie high-level meetings, Maruska's welltested process makes it possible to reach superior decisions based
on accessing every participant's best thinking and greatest hopes.
36. How Leaders Boost Productivity
- Jack Zenger, PhD
Formats: DVD
Duration: 51 Minutes (1997)
Call No: VD1163
As the complexity of work increases, the range in productivity from
the most productive worker to the least continues to broaden.
Leaders must therefore hold their teams accountable for results;
emphasize training and skill development; and provide the tools
necessary to excel. A principal authority on high-performance
systems, Zenger provides fifteen practical suggestions to help your
organization develop an environment that encourages your
workforce to flourish.
37.
How to Manage People Through Continuous Change
- Carol Kinsey Goman, PhD
Formats: DVD
Duration: 51 Minutes (2007)
Call No: VD1164
Change is no longer an event... Change is business as usual.
Customers are demanding "better, faster, cheaper"; 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
constantly being redefined. So how do you successfully implement
a change initiative, and keep your organization flexible and
adaptive? Dr. Goman presents specific methods for communicating
to employees both the WIIFM benefits of your plan and the
negative consequences for the viability of your team if they don't
get on board. She 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.
38. How to Pull Off a Successful Redesign
- Michael Gold
Format: DVD
Duration: 32 Minutes
Call No: VD1165
Redesigning your Website starts with preplanning, goal setting, and
getting early buy-in from stakeholders. Nine key steps are outlined,
including developing a redesign blueprint, creating mockups to
communicate to developers, and conducting user testing.
39. Implementing Strategy: Managing Through Organizational
Culture
- Jennifer Chatman
Formats: DVD
Duration: 60 Minutes (1997)
Call No: VD1166
"Organizational culture" is an elusive, yet powerful management
tool. Professor Chatman defines organizational culture in terms of
observable behaviors and shows examples of firms that use strong,
strategically-aligned
cultures
to
enhance
organizational
performance. She outlines how to establish and maintain a healthy
and thriving culture by focusing on the power of effective selection
and socialization processes. Through examples and anecdotes, she
highlights the importance of developing cultures that emphasize
innovation, teamwork, and adaptability to achieve sustained
competitive advantage.
40. Influence at work: How to Build Effective Relationships and
Allies
- Carole Robin
Formats: DVD
Duration: 50 Minutes (2007)
Call No: VD1167
As work increasingly cuts across boundaries, it's necessary for you
to influence people at all levels of your organization in order to get
your job done. You often need resources and information beyond
your own unit, pay grade or department. Whether it's your boss (or
your boss's boss!), peers or direct reports, Carole Robin describes
how to use the law of reciprocity and the theory of exchange to
surface 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.
And this in turn makes your circle of influence grow ever larger.
41.
The Inspiring Leader
- Jack Zenger, PhD
Format: DVD
Duration: 55 Minutes (2009)
Call No: VD1168
What defines great leadership? Using original research on 360degree feedback data for thousands of managers, Jack Zenger, with
colleagues Joseph Folkman and Scott Edinger, identified 16 specific
competencies the most effective leaders share. Of these, the ability
to inspire and motivate others to high performance had the most
significant, positive impact on the performance of the organization.
And yet, it was the area in which managers were weakest. Inspiring
others is a “soft skill,” one that many believe you need to be born
with to possess. But in evaluating the research, Dr. Zenger and his
colleagues determined that inspiring others to greatness is, in fact,
something that can and should be learned. 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 developing
staff to being a good communicator, are learnable. And even the
most critical characteristic of an inspiring leader—the ability to
make an emotional connection with a team—is achievable, by
building on key strengths in your own personality and leadership
approach.
42.
Judging Talent
- Frank Flynn
Format: DVD
Duration: 53 Minutes
Call No: VD1169
Our ability to accurately judge talent is hampered by unconscious
and subjective distractions. Hiring decisions are affected by
common biases, such as favoring tall or attractive candidates, or by
superficial first impressions of likability. In fact, according to
Professor Flynn, standard hiring interviews are only slightly more
reliable than handwriting analysis in predicting on-the-job
performance! Far superior are work sample tests and intelligence
tests, which provide us with objective, diagnostic data, needed to
make fair assessments. Evaluating performance over time is also
affected by simple biases. We may not be able to shake off our first
impressions—what psychologists refer to as “anchoring and
insufficient adjustment.” We may subtly communicate our
expectations and thus encourage the behavior we expect. Or we
may assess performance—but not the level of difficulty of the
assignment. Successful appraisal practices, according to Dr. Flynn,
require clear evaluation criteria, manager training on how to
conduct performance reviews, and as much objective data as
possible
43. Judo Strategy
- David B. Yoffie
Formats: DVD
Duration: 52 Minutes (2003)
Call No: VD1170
In this lively step-by-step guide to business competition, David
Yoffie explains how some companies succeed in defeating stronger,
more powerful rivals, while others fail. Using the metaphor of
martial arts, Yoffie details how successful challengers can turn their
opponents' own size and power against them—and bring them
down. He outlines three core principles: movement (maneuvering
into areas of relative strength); balance (harnessing your
competitor's
momentum
while
avoiding
head-to-head
confrontations); and leverage (a rival's greater size can also be its
greatest weakness, if you find the right pivot to bring it down). But
what if you are the stronger competitor, threatened by an upstart?
Yoffie points out the "Sumo Strategy" countermoves that can be
used by larger companies to crush an attack before it gains ground.
44. Leadership for Innovation
- Linda Hill
Format: DVD
Duration: 54 Minutes
Call No: VD1172
What kind of leadership is needed when innovation is your
competitive advantage? From her research on companies that have
achieved breakthrough innovations, Professor Hill found a common
leadership 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 willing
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). Steve Jobs, for
example, after acquiring Pixar, put tremendous design effort into a
new facility for hundreds of employees, designing it much like an
Italian neighborhood with a central meeting place, to foster a highly
collaborative community. Vineet Nayar, CEO of India’s IT leader, HCL
Technologies, introduced an “Employee First” mantra and
encouraged the company’s young employees to define their value
system and goals, building an ambitious, trust-based community
45. Leading by Example: Organizational Success Through
Reciprocal Altruism
- George Zimmer
Formats: DVD
Duration: 43 Minutes (2003)
Call No: VD1173
George Zimmer has succeeded in the retail industry by breaking
many of the industry rules—especially those rules that seem to call
for employees to receive low pay, little training, and lots of parttime work. The core of his company's success is its corporate
culture, based on "servant leadership" values. These values seek to
involve others in decision-making and enhance the personal growth
of workers while improving the quality of organizational life. 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.
46. Leading in a Connected World
- Rob Cross
Format: DVD
Duration: 59 Minutes (2010)
Call No: VD1174
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 and
best practices. In doing so, they are less susceptible to the loss of
key contributors whose expertise enables a group to succeed. Top performing leaders analyze and respond to interpersonal networks
differently than leaders who fail—in five ways. They identify and
adjust staff overloads to minimize bottlenecks. They draw in the
“folks on the fringe” of networks by getting newcomers involved
with colleagues and reengaging under-connected high performers.
They bridge silos to facilitate collaboration across functions,
geographies, hierarchy and expertise. They develop surge capacity
by ensuring that the best expertise in a network is tapped for new
problems and opportunities. And they minimize insularity by
coordinating focus across groups on key accounts or business goals.
47. Leveraging China and India for Global Advantage
- Anil Gupta
Format: DVD
Duration: 56 Minutes
Call No: VD1175
A successful China or India strategy is likely to become a matter of
survival for multinational companies. China’s GDP will catch up to
that of the U.S. by 2025, predicts Professor Gupta. By 2050, GDP of
both China and India will reach or surpass that of the U.S., Europe
and Japan combined. Strategies that capture market share, talent,
and innovation opportunities in these emerging giants necessitate
understanding their unique yet complementary strengths. 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
ignore these realities, but instead see only the opportunity for offshoring and cost reduction. Other common mistakes include failing
to recognize the sheer scale of their growth potential, making
generalizations based only on what is known about their largest
cities, and failing to tailor existing strategies not designed for
countries rich in market size while poor in per capita income.
Professor Gupta describes successful efforts based on broader
perspectives
and
multi-pronged,
multi-year
strategies.
48.
Leveraging the Spotlight of Leadership: What Every
Leader Should Know
- Jay Conger
Formats: DVD
Duration: 54 Minutes (2008)
Call No: VD1176
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 decisionmaking of their staff, even when they are not present. Professor
Conger explains that leadership is gauged more in the small actions
of the day than in the big decisions. He 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.
49. Liberating Leadership: How to Build a Radical Freedom-ofInitiative Organization
- Isaac Getz
Format: DVD
Duration: 59 Minutes
Call No: VD1177
When employees have the freedom and ability to act in the best
interests of the company, performance improves. But does more
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 understand
that three universal human needs—intrinsic equality, opportunity
for growth, and self-direction—must be met for all employees. To
nurture and sustain the freedom culture, these leaders share their
vision of the company so that employees can “own” it. Among his
examples: the president of Finland’s successful cleaning services
company, SOL, ensures intrinsic equality by having employees
determine the office space design, furnishings, company logo, work
schedules, job titles and job responsibilities. Insurance leader USAA
provides growth opportunities for 21,000 employees through robust
onsite training and support for college courses or business degrees.
And manufacturing leader W.L. Gore champions self-direction in a
unique and innovative culture built on individualized job
responsibilities and fluid, situational leadership.
50. Life Lessons from the Playing Field
- Jim Thompson
Formats: DVD
Duration: 54 Minutes (2005)
Call No: VD1178
Jim Thompson describes youth sports as an illustration of the
teamwork and high achievement that every organization wants to
see in its employees. He shares ten valuable leadership lessons
(such as seeing the big picture, creating a culture of fair play, and
giving permission to make mistakes) gleaned from his experience as
a coach and crusader for young athletes. Jim demonstrates the right
way—and the wrong way—to motivate individuals to do their very
best.
51. Managing Change
- Carol Bartz
Formats: DVD
Duration: 57 Minutes (1994)
Call No: VD1180
If you're not thinking about how to change things or how to
innovate in your company, you're going to be left behind. It might
be later rather than sooner, but it is inevitable. Change is one of the
few variables that remain constant. In this timeless presentation,
Carol Bartz, a self-described "change agent," discusses ways to
drive, rather than simply react to, change
52. Managing Chaos: A Mozilla Story
- John Lilly
Formats: DVD
Duration: 46 Minutes (2008)
Call No: VD1181
Since its launch of the open-source Firefox web browser in 2004,
Mozilla has captured 20% of worldwide market share with fewer
than 200 employees, competing with Microsoft, a company nearly a
thousand times larger. Mozilla achieved this by building upon the
contributions of tens of thousands of coding volunteers around the
world. Managing what Lilly describes as a “chaordic” business
model—half chaos and half order—takes a continual balancing of
competing forces. While an army of outsiders gives input through
every means available, final decision making for the product build is
not democratic, but handled only by code writers adept at engaging
the army. The need to foster and support the community competes
with the time needed to settle disagreements and clear up
misunderstandings. And the poetry of inspiring thousands to
contribute vies with the pragmatism of keeping the organization
afloat.
53. Managing Innovation
- Colin Angle
Formats: DVD
Duration: 50 Minutes (2008)
Call No: VD1182
iRobot operated without venture capital and on a break-even basis
for eight years, developing a number of products for industry and
the military without commercial success. An engineer who minored
in business, Angle shares the practical lessons learned from these
early failures: from managing a business struggling month-to-month
to make payroll, to fostering early collaboration between
engineering and marketing, to “rebuilding the plane you are flying”
when growth ultimately takes off.
54. Managing with Power: Politics and Influence in
Organizations
- Jeffrey Pfeffer
Formats: DVD
Duration: 60 Minutes (1995)
Call No: VD1183
Most organizations and managers are filled with good ideas; the
problem is one of implementation. Power and influence, rather
than being the organization's last dirty secrets, are in fact secrets of
success for both organizations and individuals. Dr. Jeffrey
Pfeffer explains how to recognize the indicators of power, how to
diagnose points of view in decision making, and how to avoid
circumstances where power can be lost.
55.
The Mastery of Speaking as a Leader
- Terry Pearce
Formats: DVD
Duration: 51 Minutes (1994)
Call No: VD1184
Today's 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 explores and demonstrates ways in which
a leader can elevate a speech into a more powerful and ultimately
productive experience—for the speaker as well as for the listener.
Pearce explains three rules that together set the stage 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 convey context as well as content. You'll transmit
meanings instead of words. And you'll challenge and engage your
audience, creating common goals and a shared vision.
56. Mergers & Acquisitions: 100 Days to a Successful Integration
- Ram Gupta
Formats: DVD
Duration: 50 Minutes (2004)
Call No: VD1179
In 2003, PeopleSoft acquired J.D. Edwards. Throughout the process,
Ram Gupta was PeopleSoft's point man at J.D. Edwards'
headquarters in Denver. Gupta discusses the details behind the
company's decision to make this acquisition and the process of
merging the two companies. He shares best practices and personal
anecdotes behind the merger. Gupta explains that the 100 days
preceding mergers and acquisitions present decision makers with a
critical "make or break" opportunity. This is your chance to ask the
hard questions, and clearly establish why you are getting into the
relationship in the first place. Once the merger comes to pass, the
next 100 days must be focused on execution: defining and
communicating a road map for the newly formed company. This is
the time to make the cold, tough call about people and about the
structure of the organization. Then, as you work to meet
expectations and validate the success metrics you established early
on, you progress to the final phase in which you benefit from the
synergies you've created, and begin to generate entirely
new opportunities.
57. Mindset, Motivation and Leadership
- Carol Dweck
Formats: DVD
Duration: 51 Minutes (2008)
Call No: VD1185
People are fairly evenly divided between those with either a growth
or a fixed mindset about intelligence and talent. And leaders’
mindsets, Professor Dweck shows, influence their ability to grow on
the job and to develop successful teams. Leaders with a growth
mindset (who assume talents can be developed) place high value on
learning, are open to feedback, and are confident in their ability to
cultivate their own and others’ abilities. Leaders with a fixed
mindset (who assume basic talents are carved in stone) place
greater value on looking smart and are less likely to believe that
they or others can change. How does this play out in an
organization? Leaders who believe intelligence is static place little
value in developing staff, and in turn foster a fixed mindset
environment. However, leaders with a growth mindset value effort
in developing abilities and thus evaluate and praise workers to
create optimal motivation and teamwork. Mindsets can be taught,
and Professor Dweck shares research in how fixed mindsets can be
identified and changed to growth mindsets.
58. Mobile Strategies
- Sabina Shnapek
Format: DVD
Duration: 52 Minutes
Call No: VD1186
Sabina Shnapek, Director of Advertising Sales, Ad Infuse Mobile
content usage is rapidly expanding, offering opportunities for
content owners and advertisers to deliver content to mobile
devices. Here’s how to get started, from market assessment and
business case planning to partnering, distribution and revenue
strategies.
59. The Opportunity and Threat of Disruptive Technologies
- Clayton Christensen
Formats: DVD
Duration: 59 Minutes (2000)
Call No: VD1188
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 in a more convenient way—things previously
done by expensive specialists in centralized settings. But these
innovations are often met with resistance from organizations whose
processes and values get in the way of succeeding. Dr. Christensen
demonstrates that in order to create new business in emerging
markets, you need appropriate management of technological
innovation and the ability to find new markets for new
technologies.
60. Organizing Your Business Around the Customer
- Roger Siboni
Formats: DVD
Duration: 52 Minutes (2003)
Call No: VD1189
Not all customers are created equal. Ten percent of your customers
often provide ninety percent of your profits. You break even—or
lose money—on the rest. As Roger Siboni explains, the best usage of
customer relationship management (CRM) is to enhance the
experience for profitable customers, and bring down costs by
automating unprofitable ones. The secret is in differentiating your
best customers, giving them personalized service, and rewarding
them for their loyalty. This requires an enterprise-wide commitment
to sharing customer data, and the reinvention of how every
department in the company interacts with customers.
61. The People Side of Great Business
- Libby Sartain
Formats: DVD
Duration: 51 Minutes (2004)
Call No: VD1190
Great organizations start with great ideas, but they are sustained
only through the dedication and passion of great people. To
encourage such employees, Libby Sartain advocates a healthy, highperformance culture based on loyalty and trust. How do you create
such an environment? Through honest, two-way communications,
adherence to stated values, and the establishment of clear
expectations and rewards. Once you set these wheels in motion, the
combined energies of all employees will be channeled naturally
toward achieving your company's market and growth
objectives. Sartain explains how to unleash the power of your
company's foremost asset—its employees—to create lasting value
62. People-First Management: Creating a Culture of Trust
- Daniel P. Amos
Formats: DVD
Duration: 46 Minutes (2003)
Call No: VD1191
There's more to AFLAC's success than just simply a duck. Granted,
this advertising campaign has skyrocketed AFLAC's brand awareness
in the US (up from 8% just a decade ago). However, as Daniel Amos
points out, name recognition carries a significant burden. Once you
become a household name, any wrong move you make will be
remembered. Ultimately, Amos believes that his company's success
has come from a reputation for doing the right thing and for putting
employees first. Amos follows two straightforward management
principles: he sets clear expectations, and he listens to employee
concerns. But his focus is not just communication—it's
communication followed by action. Amos ensures that employees
experience an evenhanded response to their input, and he provides
a reward system that gives them a vested interest in the
profitability of the company. When employees trust the company to
go the extra mile for them, they go the extra mile for customers. It
is this level of integrity and customer service that has created
shareholder returns for AFLAC that are double the market average.
63. The Power of Paranoia
- Roderick Kramer
Formats: DVD
Duration: 45 Minutes (2004)
Call No: VD1192
Contrary to the common management beliefs that trust is an
organizational asset, two decades of research on trust and
cooperation in organizations have convinced Roderick Kramer that
an appropriate amount of skepticism can in fact be beneficial in the
workplace. Recent world events and dramatic business failures have
underscored his argument that holding trust as your highest ideal
can be dangerously naive. Dr. Kramer argues instead for a moderate
form of suspicion, the state he calls "prudent paranoia." Being
prudently paranoid means you remain vigilant by gathering data
relentlessly. You engage in defensive preparedness, keeping your
friends close and your enemies closer. You encourage bad news to
rise to the top quickly so you can take preemptive actions to avert
disaster. You even treat reality as a hypothesis. Dr. Kramer shows
how this level of paranoia can prove highly valuable to the
distrustful organization—or individual.
64.
The Power of Persuasion
- Robert Cialdini
Formats: DVD
Duration: 55 Minutes (2001)
Call No: VD1193
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 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
Cialdini brings them to life. In this dynamic 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
really not interested in, no matter how effectively they're
presented.
65. Preparing for Long Life in the 21st Century
- Laura Carstensen
Format: DVD
Duration: 52 Minutes
Call No: VD1194
We are approaching a watershed moment in human history. In just
a few years, all developed countries will have, for the first time,
more adults over the age of 60 than children under the age of 15.
When our children reach old age, living to 100 will be
commonplace. Rather than perceiving this as good news, many
people discuss the prospect of extended longevity in terms of
coping with or halting the aging process. Yet to the extent that
people arrive at old age mentally sharp, physically fit, and financially
secure, long-lived societies will thrive. Leaders of organizations
need to understand how cognitive processing, decision making,
memory, and motivation change as they, their employees, and their
customers 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, she found, we channel energies into what supports our
emotional well being, affecting where we focus attention and what
we remember.
66. Preventing Burnout in Your Organization
- Christina Maslach
Formats: DVD
Duration: 43 Minutes (2001)
Call No: VD1195
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.
67. The Psychology of Power
- Deborah Gruenfeld
Formats: DVD
Duration: 58 Minutes (2006)
Call No: VD1196
Individuals in positions of power can be seen to exhibit behavior
that is idiosyncratic, and at times even contrary to reason. Dr.
Gruenfeld explains how the lack of consequences for their actions
can allow powerful people to make serious errors in judgment that
have far-reaching impacts on themselves and on their organizations.
Her research explains the psychological effects of power: singlemindedness in decision making, an orientation to action,
disinhibition, and depersonalization of others. Although many
positive results come from having power, leaders (and their direct
reports) can benefit from an awareness of the risks. Wise
organizations establish checks and balances that provide protection
from abuses of power and thereby circumvent potentially
disastrous consequences.
68. Rapid Transformation
- Ann Livermore and Safra Catz
Format: DVD
Duration: 62 Minutes (2008)
Call No: VD1197
Most companies that attempt fundamental transformation fail.
From a ten-year study of over 500 firms, Professor Tabrizi found the
successful ones share common practices: from creating an initial
sense of urgency and top-down alignment, to building crossfunctional teams with the stamina to “reassemble a flying plane,” to
committing to ruthless operational execution and dramatic cultural
change. Hewlett-Packard and Oracle had unique transformation
goals yet shared common practices. H-P’s top management set
goals, timetables, and performance expectations for a multipronged 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, costefficient structure was launched with a top-down sense of urgency,
coupled with changes in performance incentives to get employees
on board.
69. The Risk Matrix: How to Strategically Manage Innovation
Risk and Reward
- George Day
Formats: DVD
Duration: 49 Minutes (2008)
Call No: VD1198
How do growth leaders such as Procter & Gamble, GE, and Amazon
consistently achieves above-average organic growth? These
companies pursue a disciplined, systematic process that distributes
innovations across a spectrum of risk, ensuring that they balance
incremental growth with breakthrough opportunities. For most
companies, notes Professor Day, minor innovations make up 85% to
90% of their development portfolios. While necessary for
continuous improvement, these “little i” projects don’t contribute
much to profitability or competitive advantage. It’s the risky “Big I”
projects that push an organization into adjacent markets or new
technologies and generate the profits needed to achieve revenue
forecast and growth goals. Using “The Risk Matrix and the R-W-W
(“real, win, worth it) screen,” Dr. Day demonstrates how to develop
a strategic product plan that results in a greater proportion of highyield initiatives.
70. Sales as a Strategic Tool in Your Organization
- Mike Bosworth
Formats: DVD
Duration: 50 Minutes (1993)
Call No: VD1199
Mike Bosworth's approach to selling emphasizes respect for the
prospect. He explains that everyone wants to buy—but nobody
wants to be sold. Bosworth first learned this lesson at Xerox. There,
sales productivity peaked after 18 months on the job, when the
sales professionals knew the Xerox line so well that they could
recommend the proper solution long before the customer finished
explaining the problem. Customers found themselves being told
what to do, and sales dropped. Bosworth advises that the best sales
strategies allow customers to sell themselves on your solutions.
71. The Search for Life After Planning: How to Build Strategies
That Get Implemented
- John R. (Rick) Berthold
Formats: DVD
Duration: 49 Minutes (1997)
Call No: VD1200
The traditional approach to strategic planning—which focused on
producing a plan on a piece of paper that would subsequently
disappear into a desk drawer—is dead. Replacing the old approach
is a new method that focuses on strategic thinking and
implementation. Rick Berthold presents a fresh perspective on
strategy formation, and a process for developing strategies that
assure organizational
implementation.
alignment
and
lead
to
effective
72. Secrets of Search Engine Optimization
- Rand Fishkin
Format: DVD
Duration: 51 Minutes
Call No: VD1201
Spam complaints. Blocked images. Mobile devices. List churn and
more. Learn practical Enewsletter optimization tips that improve
deliverability and readability. Gain insights on how to develop
revenue streams as well as how to attract and keep subscribers.
75.
Search engines present both challenges and opportunities for site
designers and developers. Learn how search engines judge a Web
page’s relevance and importance, how to improve your site's
ranking, and what it takes to draw more visitors from search
engines.
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. Stanford professor George
Parker provides both line-by-line explanations of the three key
financial statements used by US companies, and offers logical,
common-sense approaches to interpreting what they reveal about
profitability, value, and the ability to pay bills.
73. Skills, Techniques, and Strategies for Effective Negotiations
- Patrick Cleary
Formats: DVD
Duration: 46 Minutes (2006)
Call No: VD1202
As a former federal mediator, Pat Cleary has been involved with just
about every kind of negotiation. In this entertaining presentation,
he shares gems of wisdom from his nearly 20 years of hands-on
dispute resolution. Pat describes common negotiation mistakes that
unnecessarily complicate solutions and can prevent you from
getting what you want. He then provides practical, effective
methods that you can use to sidestep the pitfalls and stay focused
on getting the best deal possible. He explains how to test
stakeholder commitment on the issues, what you should always
take off the table, and when to recognize that "no" doesn't mean
"no," and "final" doesn't mean "final."
74. Smarter Strategies for Enewsletters
- Loren McDonald
Format: DVD
Duration: 59 Minutes
Call No: VD1203
The Stanford Video Guide to Financial Statements: A
Tale of Two Restaurants
- George Parker
Formats: DVD
Duration: 59 Minutes
Call No: VD1156
Supporting Materials
Study Guide: As excellent as the Stanford Video Guide to Financial
Statements is, any serious student should be provided this
information-packed 63-page reference tool. A college accounting
class could be taught from this one book - it addresses generally
accepted accounting principles; types of assets; categories of
liabilities; solvency ratios; types of income; depreciation and
amortization; ratio analysis; current assets and cash flow, and more.
Statements for the two restaurants are provided so that students can
practice the lessons in the video. Guide includes a glossary of
accounting terminology
76.
The Stanford Video Guide to Negotiating: The Sluggers
Come Home...
- Margaret Neale
Call No: VD1187
The true-to-life drama in this negotiation video 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. Stanford Graduate Business School Professor
Margaret Neale narrates, analyzes, and instructs as you get an
inside looks at the negotiations that decide the fate of Curry Field
and the Sluggers. Will Ted and Billy Curry stop their financial losses?
Will Al Griggs get the ballpark he needs to field a winning team? Or
will real estate developer Barbara Meyers prove too tough?
Supporting Materials
Study Guide: When should you make the first offer? What should
you do if your opponent doesn't know what's realistic? What
information should you share if the negotiation is bogging down?
These questions are all covered in the video, but this 45-page study
guide is the perfect resource for review and reinforcement. It
includes all the learning points of the negotiation video, plus
additional examples, background and explanation.
77. Staying Out of Legal Trouble
- Jon Hart
Format: DVD
Duration: 39 Minutes
Call No: VD1204
Protect your content and your brand—and stay out of hot water at
your site. Know your risk of liability for defamation or copyright
infringement, particularly in user-generated content. Privacy policy
requirements and other privacy issues are also covered.
78. Strategic Alliances: How to Negotiate, Influence and Deliver
Results
- Steve Steinhilber
Formats: DVD/VHS
Duration: 58 Minutes (2007)
Call No: VD1205
Whether to beat stiff competition in your market, grow customer
satisfaction, or pare your bottom line, strategic alliances are
increasingly vital to your organization's success. Yet as many as twothirds of new alliances fail to live up to expectations. Cisco Systems,
widely recognized as a global leader in alliance value creation, has
developed an effective framework to identify promising new
alliances and then structure alliance relationships to optimize their
outcome. Mr. Steinhilber explains the many factors that come into
play when deciding whether to proceed with a strategic alliance: the
investment required the competitive landscape, market timing, your
organization's own product lines and skill set. And once you've
decided to strike the deal, Steinhilber describes the formal and
informal mechanisms you need to put in place—to persuade your
partner to act for mutual benefit, how to overcome the inevitable
rough patches in the relationship, and how to ensure your alliances
stay focused on what matters.
79. Strategies for Selling
- James Healy
Formats: DVD
Duration: 47 Minutes (2006)
Call No: VD1206
Sales are the lifeblood of every company. Developing the product
can pale in comparison with getting out there and trying to sell it. In
spite of this, selling is relegated to a footnote in the curriculum of
many MBA programs, and salespeople "can't get no respect." Yet, as
Jim Healy points out, if you underestimate the critical importance of
selling, you can lose opportunities and risk getting sidelined by the
competition. When you're in the business of offering complex
systems or services, selling is a process rather than a single event.
Therefore, selling is not only an art, but it is also a science. It
requires instinct, but also strategy. Without a clear strategy, Healy
explains, the sale is lost before the battle even begins. And in order
to create your strategy, 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. Healy details the steps you
need to take to assemble these building blocks and beat the
competition
with
an
effective
sales
strategy.
80. Strategy by Design: How Design Thinking Builds
Opportunities
- Tim Brown
Formats: DVD
Duration: 47 Minutes (2008)
Call No: VD1207
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. If a narrative can be developed around an idea, it has the
best chance of being understood and implemented.
81. Ten Mistakes Web Sites Still Make...And How to Fix Them
- Michael Gold and Susan West
Format: DVD
Duration: 57 Minute
Call No: VD1208
Strategies for demystifying baffling navigation, maximizing use of
space, improving search tools, unearthing buried treasure,
translating “site speak” into your target’s language, and revving up
flat content by making use of the Web’s special powers.
82. User-Generated Content: Growing It, Controlling It
- Kevin McKean
Format: DVD
Duration: 57 Minutes
Call No: VD1209
Use social media to engage your readers in repurposing and
integrating your Web content in ways that serve your mutual goals.
Learn commonsense principles for encouraging your users to build
out your site through blogs, reviews, viral marketing, and more.
83. Using Web Metrics Strategically
- Shari Cleary
Format: DVD
Duration: 60 Minutes
Call No: VD1210
We all have technology in place to track Web statistics. But
interpreting the data and acting on it to improve our sites is
challenging. Learn what Key Performance Indicators you should
track, who should see the data, and how to analyze it against your
performance goals.
84. Video Strategies: What's Working Today
- Sean Nolan and Molly Wooand
Format: DVD
Duration: 57 Minutes
Call No: VD1211
Whether you’re a novice and learning how to cost effectively build
the infrastructure for video capability at your site, or you’re
experienced and exploring new strategies such as video distribution,
get tips on new practices that draw and engage more users.
85. Visionary Companies: Their Success and Characteristics
- Jerry Porras
Formats: DVD
Duration: 57 Minutes (1995)
Call No: VD1212
Dr. Jerry Porras and his colleague Jim Collins studied the life
histories of 18 visionary companies, looking for their most
significant characteristics. Then they created a conceptual
framework for managers seeking to build a company of enduring
greatness. In this talk, Dr. Porras explains how forward-thinking
companies adapt to and drive change, and details two fundamental
components: an organization's core ideology and its drive for
progress.
86.
Why Zebras Don't Get Ulcers
- Robert Sapolsky
Format: DVD
Duration: 57 Minutes
Call No: VD1215
Tackling the serious topic of stress in his famously entertaining
manner, Professor Sapolsky sets the stage on a Kenyan savannah,
with a hungry lion in hot pursuit of a terrified zebra. As he explains,
the zebra’s fight-or-flight response channels essential energy to its
survival effort by shutting down and even damaging nonessential
biological functions—in a temporary, short-term response.
Unfortunately, humans can generate the same response simply by
anticipating stress—whether or not it occurs, and whether or not
it’s merited. And when we subject ourselves to prolonged
psychological stress (as Type A personalities in particular do) we
contract ulcers, diabetes, heart disease, brain damage, and other
dysfunctions. So why do some people cope with stress better than
others? Drawing on Hans Selye’s research with rats in a stressinduced environment, Robert Sapolsky gives us hope. We can
reduce the risk of stress-related disease when we have an outlet for
stress and frustration, some control over what’s causing us stress,
the ability to predict stressors, and, perhaps most importantly,
social connectedness for emotional support.
87. Wikinomics: How Mass Collaboration Changes Everything
- Don Tapscott
Formats: DVD
Duration: 49 Minutes (2008)
Call No: VD1216
Interactive web technologies, in the form of self-organizing Internet
communities, are driving a social revolution. This Age of
Collaboration is also creating an economic revolution that is
changing the architecture of the corporation in how we create
goods and services. Using the findings of a $9-million research
project, Don Tapscott describes how companies innovate using the
knowledge, resources, and computing power of millions of people
organizing into a massive collective force. These innovative
companies are challenging our assumptions about business and
competitiveness. They are doing this by leveraging networks of
peers, using operational transparency to their advantage, sharing
intellectual property, and thinking and acting globally.
88. X-Teams: Extroverted Teams That Lead and Innovate
- Deborah Ancona
Formats: DVD
Duration: 54 Minutes (2008)
Call No: VD1217
Deborah Ancona challenges the dominant wisdom that effective
teams focus internally on the roles, synergies, and collaboration of
team members to produce results. Building on twenty-five years of
research, she shows that the most successful teams instead focus
externally—on customers, competition, and the marketplace—
tapping into an expanded knowledge base and skills set to move
forward quickly. X-teams cross boundaries within their own
organizations as well. Members network up and down the
hierarchy, gaining support for their undertaking as well as knowing
how best to integrate it strategically into the organization. X-teams
need to be fostered, and Dr. Ancona describes how team members
should be selected, what the mindset of the team should be from
Day 1, and how the teams should be supported with tools,
timelines, deliverables, and top-management commitment.