249 Posts found for Source: Stanford University

A new study asked hundreds of VCs to rank the factors that drive their investment decisions.

Content: Article | Author: Martin J. Smith | Source: Stanford University | Subjects: Entrepreneurship, Venture Capital

Want to provide better feedback, introduce people, or master small talk? Try this technique.

Content: Article | Author: Matt Abrahams | Source: Stanford University | Subjects: Personal Development, Productivity / Work Tips

Research shows what happens to succession winners and losers.

Content: Article | Authors: Shana Lynch, Tricia Seibold | Source: Stanford University | Subjects: Corporate Governance, Succession Planning

A strong sense of conviction can both encourage and discourage people from speaking out.

Content: Article | Author: Martin J. Smith | Source: Stanford University | Subjects: Management, Organizational Behavior

Most leadership advice is based on anecdotal observation and basic common sense. Stanford Graduate School of Business professor Kathryn Shaw tried a different tack: data-driven analysis.

Content: Article | Authors: Kathryn Shaw, Steve Hawk | Source: Stanford University | Subjects: Leadership, Management

Richard Branson has a great saying: “A good mission statement should fit on a coat of arms.” And that mission statement should not only dictate your hiring decisions, it should also be embedded in your rituals. How you celebrate success. How you decorate your office. What you do with your off-sites. That mission should be everything. And the vision should be, “Where are we going?” … [ Read more ]

Content: Quotation | Authors: Lindred Greer, Richard Branson | Source: Stanford University | Subject: Management

Stanford professor Glenn R. Carroll discusses his decades of research into the origins, advantages, perils, and future of “authentic” branding.

Content: Article | Author: Glenn R. Carroll | Source: Stanford University | Subjects: Brand, Marketing / Sales

A new book shows how you can create a better team by recognizing people’s needs to stand out, fit in, and shape their identities.

Content: Article | Authors: Jonah Berger, Theodore Kinni | Source: Stanford University | Subjects: Management, Organizational Behavior, Teamwork

Every startup is a series of hypotheses — about who’s a customer, what makes your product or service attractive to these customers, and so on. Lean startup provides a rigorous framework that you use to prove or disprove as many of these hypotheses as possible at as low a cost as possible. An interesting question is how do you generate the hypothesis? If you have … [ Read more ]

Content: Quotation | Author: Stefanos Zenios | Source: Stanford University | Subject: Entrepreneurship

What strikes me as really interesting is that in advanced economic systems, we’re seeing that more and more products and services — at least, personal products and services — are being chosen on the basis of their perceived authenticity. Among consumers, the appeal of authenticity is stronger than almost any other attribute. I don’t know whether it means that quality has become so good that … [ Read more ]

Content: Quotation | Author: Glenn R. Carroll | Source: Stanford University | Subjects: Customer Related, Marketing / Sales, Quality

Why are we drawn to authenticity? Part of it is an attempt to individuate ourselves and find something that’s different and more appealing to us than it is to the masses. We all do that. We find satisfaction and gratification in it. And I think that’s fine. There are theories that it has to do with the loss of identity in mass society — that … [ Read more ]

Content: Quotation | Author: Glenn R. Carroll | Source: Stanford University | Subject: Personality / Behavior

It’s hard to find a decision or behavior that isn’t affected by other people. In fact, looking across all domains of our lives, there is only one place we don’t seem to see social influence — ourselves.

Content: Quotation | Author: Jonah Berger | Source: Stanford University | Subjects: Marketing / Sales, Organizational Behavior, Personal Development, Personality / Behavior

[Joel] Peterson provides three tests for deciding who to trust. The first is character. “We can’t trust a leader without integrity, who we can’t count on to do what he or she says,” he explains. Next is competence. You trust your mom, for example, but would you trust her to fly a 747 to London? The third, he says, is authority to deliver. There’s no … [ Read more ]

Content: Quotation | Authors: Joel Peterson, Theodore Kinni | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior, Trust

According to Professor of Organizational Behavior Shelley Correll, women are not seeing career advancement and opportunities they way they did in past decades. Despite good intentions by corporations and individuals, unconscious biases are holding women back. But it doesn’t have to stay that way.

Content: Multimedia Content | Author: Shelley Correll | Source: Stanford University | Subjects: Career, Women in Business

A good boss can make a big difference. But what makes a supervisor effective? Stanford Graduate School of Business Professor of Economics Kathryn Shaw found that strong managers use similar strategies and have a lasting positive impact on the careers of their employees. Here’s how they do it.

Content: Multimedia Content | Authors: Beth Rimbey, Kathryn Shaw | Source: Stanford University | Subjects: Management, Organizational Behavior

One scholar shows how you can gain more power, and why you should be leery.

Content: Article | Author: Shana Lynch | Source: Stanford University | Subjects: Leadership, Organizational Behavior, Personal Development

Companies need ambidextrous leaders who can simultaneously exploit and explore their markets.

Content: Article | Author: Theodore Kinni | Source: Stanford University | Subjects: Management, Strategy

Your job as a presenter is to engage your audience, to pull them forward in their seats. Unfortunately, audiences can be easily distracted, and they habituate quickly. To counter these natural tendencies, you must diversify your material to keep people’s attention, with variation in your voice, variation in your evidence, and variation in your visuals.

Content: Quotation | Author: Matt Abrahams | Source: Stanford University | Subjects: Personal Development, Productivity / Work Tips

Stanford Graduate School of Business PhD alum Kathleen Eisenhardt, a professor at Stanford University’s School of Engineering, studied how product development teams burdened by a complicated set of rules frequently derail while teams with no rules at all never even get started.

Content: Multimedia Content | Author: Kathleen M. Eisenhardt | Source: Stanford University | Subjects: Organizational Behavior, Teamwork

Key takeaways from analyzing 100,000 presentations.

Content: Article | Author: Matt Abrahams | Source: Stanford University | Subjects: Personal Development, Productivity / Work Tips