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Kelly McGonigal: How to make stress your friend
Stress. It makes your heart pound, your breathing quicken and your forehead sweat. But while stress has been made into a public health enemy, new research suggests that stress may only be bad for you if you believe that to be the case. Psychologist Kelly McGonigal urges us to see stress as a positive, and introduces us to an unsung mechanism for stress reduction: reaching out to others.
Kelly McGonigal translates academic research into practical strategies for health, happiness and personal success.
WHY YOU SHOULD LISTEN TO HER?
Stanford University psychologist Kelly McGonigal is a leader in the growing field of “science-help.” Through books, articles, courses and workshops, McGonigal works to help us understand and implement the latest scientific findings in psychology, neuroscience and medicine.
Straddling the worlds of research and practice, McGonigal holds positions in both the Stanford Graduate School of Business and the School of Medicine. Her most recent book, The Willpower Instinct, explores the latest research on motivation, temptation and procrastination, as well as what it takes to transform habits, persevere at challenges and make a successful change.
She is now researching a new book about the “upside of stress,” which will look at both why stress is good for us, and what makes us good at stress. In her words: “The old understanding of stress as a unhelpful relic of our animal instincts is being replaced by the understanding that stress actually makes us socially smart — it’s what allows us to be fully human.”
Steve Blank: “Entrepreneurship is a Calling”
Steve Blank, serial entrepreneur and Stanford consulting associate professor, explains what it takes to become a successful entrepreneur. He appeared at the E-Provocateur speaker series hosted by the Center for Entrepreneurial Studies (CES) at the Stanford Graduate School of Business on October 23, 2012.
Chris Lehane: The Ten Commandments of Damage Control
Chris Lehane, political strategist and Stanford Graduate School of Business lecturer, discusses his “ten commandments of damage control”. Lehane served as special assistant counsel to President Bill Clinton, and press secretary for Al Gore‘s presidential campaign. He co-wrote the book Masters of Disaster: The Ten Commandments of Damage Control with filmmaker and Stanford GSB lecturer Bill Guttentag.
The foolproof guide to damage control from the “masters of disaster”
Whether you’re a politician caught with his pants down, a publicly traded company accused of accounting improprieties, a family-owned restaurant with a lousy Yelp review or just the guy in the corner cubicle who inadvertently pushed “reply all,” a crisis doesn’t have to be the make-or-break moment of your career. For those of us that aren’t natural spin doctors, it’s hard to resist the impulse to cover your tracks, lie, or act like nothing happened. But resist you must!
In Masters of Disaster, Christopher Lehane and Mark Fabiani, reveal the magic formula you need to take control when it’s your turn to be sucked into the vortex of the modern spin cycle. Covering the ten commandments of damage control, and based on their work for clients like Bill Clinton, Goldman Sachs and Hollywood studios, the authors outline the strategies that can make real time news alerts, Twitter trend lines and viral videos work for you rather against you. Full of both lively personal anecdotes and hard-knuckled straight talk, this is a must-read for anyone who wants to emerge with their reputation intact.
View From The Top: Ferrari Chairman Luca Cordero di Montezemolo
To a packed audience of students, faculty, and Ferrari enthusiasts, Luca Cordero di Montezemolo, chairman of the Italian sports car manufacturer, spoke at the Stanford Graduate School of Business on April 24, 2012, as part of the View From The Top series. He shared with the audience his leadership style and what it takes to lead an international luxury brand. He ended his talk stating, “I’m not here to sell, but I’m here to help you dream.”
Stanley McChrystal: Leadership is a Choice
“Leadership is not a talent or a gift. It’s a choice. It’s not complex, but it’s very hard.”, General Stanley McChrystal explains to a packed auditorium of 600 at the Stanford Graduate School of Business. McChrystal shares his perspective on leadership and influence discussing the importance of understanding culture, leading by example, building trust, and creating a common goal within a team.
Jerry Porrass research interests are the characteristics of visionary companies in both the United States and Europe; the dynamics of planned organizational change process; organizational vision and its influence on the long-term behavior organizations; and leadership.
Jerry I. Porras is the Lane Professor of Organizational Behavior, Emeritus. He received his BSEE from Texas Western College, his MBA from Cornell University, and his PhD from the University of California, Los Angeles. Among the honors he has received are the Brilliante Award from the National Society of Hispanic MBAs, the Silver Apple Award from the Stanford Business School Alumni Association, and the Kanter Medal from the Pacific Graduate School of Psychology. He joined the Stanford faculty in 1972.
Professor Porras is author of Stream Analysis: A Powerful Way to Diagnose and Manage Organizational Change (Addison-Wesley, 1987); co-developer of the Stream Analysis Software Package (1999); and coauthor of Built to Last: Successful Habits of Visionary Companies (Harper Business, 1994) and Building Your Companys Vision, Harvard Business Review (1996). He has served on several editorial boards including the Journal of Organizational Change Management, Journal of Applied Behavioral Science, Academy of Management Journal, and Academy of Management Review.
“This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies.” So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies — they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 — and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: “What makes the truly exceptional companies different from other companies?”
What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world’s best commercial aircraft company — what did Boeing have that McDonnell Douglas lacked?
By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.