Executive Leadership

Development:
Analysis to Action WHO SHOULD ATTEND
Dates: January 14 19 and April 22 27, 2018 (a two-module program)
App deadline: December 1, 2017 Executive Leadership Development is ideal
for emerging leaders preparing to take on
Tuition: $28,000 USD more significant leadership roles. Its
Program tuition includes private accommodations, all meals, course materials, and three one-on-one specifically designed for:
coaching sessions. High-potential leaders on the fast track
who are poised and motivated to take on
significant managerial responsibility in
OVERVIEW their organizations
Two weeks. Two modules. One incredibly rigorous general management program for Mid-level executives with at least 10 years
executives on the verge of achieving great things. Executive Leadership Development: of work experience and a minimum of
Analysis to Action prepares you to take the helmto analyze critically, articulate three to five years of management
strategically, think holistically, and lead with confidence. experience from any size company, any
industry, and any country
Over the course of six months and two on-campus modules, youll interact with Stanfords Individuals who are eager, engaged, and
world-class Graduate School of Business faculty and gain insights from a diverse group of inspired to make a positive impact in this
highly motivated peers. Youll experience dynamic presentations, hands-on role playing, program and in their organizations
guest speakers, two 360-degree leadership assessments, three one-on-one coaching
sessions, and more. Its experiential and empowering. Youll learn how to use strategies
and frameworks designed to improve your executive decision making. Youll use design
thinking principles to solve real-world business challenges. And youll develop and refine a
The course mixed rigour,
set of personal leadership skills to achieve greater results. intensity, and some fun,
making for a conducive setting
PROGRAM HIGHLIGHTS
The programs two-week, multi-disciplinary curriculum follows Stanfords MBA program for learning. The quality of the
structuremaximizing linkages across three key themes: Analysis, Design, and Leadership. teaching staff was excellent.
DESIGN THINKING Some of the principles taught
Learn design thinking tools and techniques and put them into action to tackle design served to confirm for me that I
and business challenges. This experiential learning process draws on methods from
engineering and design, and combines them with ideas from the arts, tools from the social was proceeding along the right
sciences, and insights from the business world. Youll explore mindsets of empathy, rapid path for my organization,
prototyping, collaboration, iteration, and feedback.
while others gave me new
LEADERSHIP COACHING insights and ideas to apply. If
Personal leadership development is a key focus of the program. To enhance your
awareness of your leadership style and how its perceived by others, we combine you are a new leader, the
classroom learning with Stanfords proprietary 360 in-depth leadership assessment tool course will provide you with
called LEAP (Leadership Evaluation and Action Planning).
much food for thought, and is
LEAP is designed to help you strengthen your leadership skills so you can improve your
performance, energize your workplace, and advance your career. It also helps you gain
highly recommended.
unique insight into your leadership skills, set priorities, and develop a 100-day action plan
Jill Tan
with one-on-one leadership coaching.
Official Assignee & Public Trustee
Insolvency & Public Trustees Office
Singapore
ELD 2015

gsb.stanford.edu/exec-ed/eld EXECUTIVE EDUCATION / GENERAL MANAGEMENT 1

Executive Leadership Development:
Analysis to Action
KEY BENEFITS
Executive Leadership Development: Analysis to Action will help you:

Improve core analytical skills required for approaching business challenges holistically and making better executive decisions

Develop greater awareness of your leadership style and how its perceived by others

Enhance your understanding of the critical interface between execution issues and internal and external strategic challenges
to the organization

Apply design thinking principles to solve business problems learn effective ways of designing teams, business operations,
change management initiatives, and organizational structures and culture

Understand relevant psychological principles needed to create high-performance teams and increase employee motivation

Hone interpersonal skills to increase your impact within and outside of your organization

HIGHLIGHTED SESSIONS
UNDERSTANDING COMPETITIVE ADVANTAGE
Many firms are successful in their markets, but have only a limited understanding of the reasons behind success. This lack of
understanding can be dangerous: seemingly sensible decisions can turn the firms fortunes for the worse. More generally, firms with a
sustained competitive advantage are ones in which managers throughout the organization have a deep understanding of the firms key
success factors. This session will present a framework for analyzing the firms basis of competitive advantage, and allow you to consider
the implications of different sources of competitive advantage for strategic decision making.

MOTIVATING EMPLOYEES TO WORK HARDER AND SMARTER

In these tough economic times, leaders must find ways to motivate their employees to work harder and smarter. Most managers tend to
rely on carrots as means of motivation. This session will explore alternative psychological levers tools that truly motivate and inspire
employees to perform.

MAKING WORK MEANINGFUL

People want their jobs to be meaningful, to have purpose. But what do they mean, and how can leaders help them find it? The
meaningfulness of work, perhaps more than any other thing that workers say they want, can be built and shaped by leaders. But because
this aspect of work is so elusive, doing so is far from obvious. In this session you will approach the management of meaning analytically,
surveying past research on effective interventions that help workers feel their work serves a larger purpose. Through real-world examples
and small group discussion, you will learn to think systematically about how to build meaning for yourself and your employees.

STANFORD GRADUATE SCHOOL OF BUSINESS EXCLUSIVE: PERSONAL LEADERSHIP COACHING

Executive Leadership Development: Analysis to Action includes a robust coaching component using a proprietary
360-degree evaluation based on a tool designed and developed by the Stanford GSB Center for Leadership Development
and Research. Its designed to help you identify and address your unique strengths and weaknesses, hone your
leadership skills, and apply the learning directly to your job.

Between the two on-campus modules, youll complete a
360-degree feedback assessment which gives an in-depth
look at how you are perceived by peers, managers, and
subordinates
During the second on-campus program module, a
leadership coach helps you interpret the feedback and
develop an action plan to apply these insights over the
next 100 days
Two individual coaching sessions (100 and 150 days
post-program) will help assess improvements already
implemented
Continuing for six months post-program, youll have
access to a personal dashboard to journal your progress
and view clips of senior leaders discussing how they
overcame their own business challenges

2 EXECUTIVE EDUCATION / GENERAL MANAGEMENT

HIGHLIGHTED SESSIONS (CONTD)
STRATEGY BEYOND MARKETS
Most business school classes focus on firms interactions with customers, competitors, suppliers, and shareholders in the form of mutually
beneficial voluntary exchange transacted in markets. In contrast, these sessions consider firms strategic interactions with comparably
important constituents, organizations, and institutions outside of markets. Strategy beyond markets is a central component of a companys
approach to achieving superior overall performance, and it must be integrated with the companys market strategy. Examples of topics
to be discussed in these sessions include boycotts, activist pressures, regulation, judicial decisions, and political risk, all of which
substantially impact firms performance and profitability.

LEADERSHIP VIGNETTES
This session will draw on a collection of video cases featuring leaders talking about the toughest challenges they have faced, the decisions
they have made, and the lessons they learned from these experiences. You will then discuss how these challenges relate to your own
careers and to your development as leaders.

CRISIS MANAGEMENT
What should management do when a crisis focuses the harsh spotlight of public opinion on its organization? Whether it results from a firms
own missteps (think BP) or from strategic activism or media action (think Greenpeace), crisis is increasingly on the agenda for todays
executives. This session will explore the skills and organizational structures required to prepare for, and productively manage, a crisis to
avoid bringing lasting damage to a firms reputation.

MODULAR FORMAT BLENDS ON- AND OFF-CAMPUS ENGAGEMENT FOR UP TO SIX MONTHS OF LEARNING

Module 1 Inter-Session Engagement Module 2 Post-Program Engagement

(on campus) (off campus) (on campus) (off campus)

One week on the
Stanford campus
Robust academic content
focused on strategy, analysis,
decision-making, design,
and culture
Mix of classroom sessions,
class exercises, self-facilitated
group work
Design Thinking workshop
Complete 360-degree self-
assessment
Identify raters for 360-degree
assessment
Receive feedback results
Complete a self-diagnostic
report to identify strengths and
areas for improvement
One week on the
Stanford campus
Robust academic content
focused on leadership
Mix of classroom sessions, class
exercises, role-playing sessions
Group discussion with coach to
prepare for individual coaching
and surface reactions to 360
feedback, setting coaching
expectations and context
Implement 100-day action plan
Three months later, participate
in additional 360 evaluation to
check progress
Two individual coaching sessions
on second 360 evaluation
Access to journaling dashboard
continues for six months

One-hour, one-on-one coaching

session with a leadership coach

Guided session to develop

individual 100-day action plans

Opportunity to share personal

action plans with peers and
receive feedback for plan
refinement

gsb.stanford.edu/exec-ed/eld 3
 Very well done. The quality of this program, across
all dimensions, was consistent with the reputation of
the university.
Peter Kasper | Senior Vice President, Sales and Marketing
MiddleOak | ELD 2015

FACULTY DIRECTORS

Francis J. Flynn, the Paul E. Holden Professor of Organizational

Behavior at Stanford Graduate School of Business, specializes in
interpersonal relations in organizations. His work bridges the fields
of management and social psychology, leading to scholarly as well as
TYPICAL PARTICIPANT MIX practical insights on organizational life.
Management Function
13% Corporate Development
3% Finance/Accounting
Anne Beyer, an Associate Professor of Accounting at the Stanford
47% General Management
Graduate School of Business, is the Michelle R. Clayman Faculty
5% Information Technology
Scholar for 2008-2009 and 2010-2013. Her research interest is in
10% Operations/Production
the area of financial accounting with a focus on corporate disclosure,
5% Research/Development
capital market prices, and corporate governance.
17% Sales/Marketing
Industry
3% Aerospace/Defense
3% Biotechnology
8% Construction/Engineering/Materials OTHER STANFORD GRADUATE SCHOOL OF BUSINESS FACULTY
6% Consulting Steven J. Callander Hayagreeva Rao
3% Education The Herbert Hoover Professor of Public The Atholl McBean Professor of
11% Electronics/Software and Private Management, Professor of Organizational Behavior and Human
28% Financial Services/Insurance/Real Political Economy Resources; Professor of Sociology (by
Estate courtesy), School of Humanities and Sciences
Glenn R. Carroll
3% Health Care Services
The Laurence W. Lane Professor of Kenneth W. Shotts
6% Internet Services
Organizations; Senior Associate Dean for The David S. and Anne M. Barlow Professor
6% Manufacturing
Academic Affairs; Professor of Sociology (by in Political Economy; Professor of Political
3% Mining/Metal Processing
courtesy), School of Humanities and Sciences Science (by courtesy), School of Humanities
3% Nonprofit
Wesley R. Hartmann and Sciences
6% Retail/Wholesale
3% Telecommunications/Information Professor of Marketing Jesper B. Srensen
Services Hau L. Lee The Robert A. and Elizabeth R. Jeffe Professor
8% Transportation The Thoma Professor of Operations, and Professor of Organizational Behavior
Region Information and Technology Sarah A. Soule
5% Africa Brian Lowery The Morgridge Professor of Organizational
28% Asia The Walter Kenneth Kilpatrick Professor of Behavior; Senior Associate Dean for Academic
13% Australia/New Zealand Organizational Behavior Affairs; Professor of Sociology (by courtesy),
5% Europe School of Humanities and Sciences
Benot Monin
44% North America Ilya A. Strebulaev
The Bowen H. and Janice Arthur McCoy
5% South America The David S. Lobel Professor of Private Equity
Professor of Leadership Values
Joel C. Peterson Stefanos Zenios
The Robert L. Joss Consulting Professor The Investment Group of Santa Barbara
of Management Professor of Entrepreneurship and Professor of
Operations, Information and Technology

EXPERIENCE THE STANFORD DIFFERENCE

Stanford Graduate School of Business Executive Education programs offer executives from
TAKE THE NEXT STEP around the globe an extraordinary opportunity to immerse themselves in an intensive,
collaborative learning environment where the focus is continually on the future. Taught
For more information, or to by Stanfords world-renowned faculty and supplemented by guest speakers, participants
apply to Executive Leadership Development: acquire the knowledge, vision, and skill to bring innovative leadership to their organizations
Analysis to Action, please contact while advancing their personal and professional growth.
Kriss Craig
Associate Director, Affiliate Programs
Phone: +1.650.724.2153
Email: kscraig@stanford.edu
or visit gsb.stanford.edu/exec-ed/eld.

4 EXECUTIVE EDUCATION / GENERAL MANAGEMENT gsb.stanford.edu/exec-ed/eld