Video Library:
The New Castle County Chamber has created a Video Library from videos purchased from Kantola Productions for the Chamber's Annual Fall Video Luncheon Series.
About the videos...
Each month, a leading corporate manager, consultant or academic is invited to the Stanford University campus to present his or her vision for the future marketplace and the strategies that will grow and create successful businesses.
The videos listed alphabetically below are available at the NCCCC for members.. (Running time for each is approximately 55 minutes.)
For more information please send and e-mail to mckayj@ncccc.com or call 294-2063.
VIDEO LIBRARY SELECTIONS:
Tara VanDerveer, Director and Head Coach Women's Basketball, Stanford
University
Whether it be in basketball or business, a successful team is born of strengthening individual qualities and focusing them on a singular goal. Using examples from her years of coaching, VanDerveer's talk focuses on the necessity for "positive inspiration" to lead a team to success. As Head Coach for the USA Women's Basketball team in the Olympics, she faced the challenge of uniting a team towards one goal: winning. Using honesty and inspiration as the conerstones of her process, she explains how to maintain team unity, how she stays focused on a goal and how others can lead winning teams.
Dr. Gary Hamel, Chairman, Strategos and author of Competing for the
Future
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.
Michael Ray, Professor, Graduate School of Business, Stanford University
Michael Ray condenses the lessons of his popular Stanford Graduate School of Business class, "Personal Creativity in Business", for a business audience. Using the four tools of faith, absence of judgement, observation and questions, Ray describes how to release creativity in your personal environment.
Ulla McGee, General Manager, PC World.com Network
Ulla McGee covers a range of web marketing options, including the pros and cons of buying keywords, and the advantages of barter deals and offline promotional efforts. She describes successful e-mail campaigns that include meaningful content along with double opt-in, easy unsubscribe, and an up-front privacy policy.
Whether your site's purpose is to sell products or market your firm, Ulla McGee's real-world experience lends proven methods for incresing traffic to your website.
Magdelena Yesil, Venture Partner, U.S. Venture Partners
Investors today are once again looking very closely before putting money into new ventures. Entrepreneurs have to be more prepared to make their case for getting a new idea off the ground. Using her own experiences as an entrepreneur and venture capitalist, the speaker walks you through the steps necessary to achieve a liquidity event, including identifying a winning idea, recruiting a team, choosing financial partners, and establishing the right business development relationships.
Myra Strober, Professor, Stanford School of Education
Jay Jackman, Psychiatrist and Human Resources Consultant
Giving Feedback to you 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 that allow you to feel comfortable and in control, whether the message is negative or positive.
Robert Waterman, Founder of the Waterman Group, Inc.
Conventional management wisdom says shareholders needs come first. Mr. Waterman challenges this assumption as he examines the success of companies that elevate the needs of their own people and the needs of customers. Organizational arrangement, not clever strategy, is their main strategic edge. Looking at some of America's most admired companies - Merck, Rubbermaid, Levi Strauss, Procter & Gamble, Federal Express, Hewlett-packard, 3M - Mr. Waterman shows how these organizational arrangements work and why America is the most productive nation in the world.
Guy Kawasaki, CEO and Chairman, Garage.com
In the time-honored tradition of the maxim "It's not how you play the game, but whether you win or lose," best-selling author and garage.com CEO Guy Kawasaki presents the definitive take-no-prisoners guide for Davids to beat Goliaths. This presentation is an invaluable and refreshing explanation of irreverant and sometimes extreme stratagems that will help your company or organization get and keep the upper hand.
Charles O'Reilly III, Professor of Human Resources Management &
Organizational Behavior, Stanford University, Graduate School of Business
How can crporations get the most out of their employees? Charles O'Reilly challenges the prevailing wisdom that companies must chase and acquire top 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.
Don Maruska, CEO, DonMaruska & Company, Inc.
Great decisions are built upon great decisions. Unfortunately, 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 well-tested process makes it possible to reach superior decisions based on accessing every participant's best thinking and greatest hopes.
John H. Zenger, Former Chairman Times Mirror Training, Inc.
Dr. Zenger believes the biggest challenge currently facing managers is that of improving the productivity of their employees. The Companies that make this their paramount concern will be the winners in today's economy. But Zenger is not content just to identify the problem. He goes on to provide fifteen specific and actionable suggestions that will help an organization shed its past and raise its performance standard. To raise productivity, Zenger stresses that leaders first must transform themselves. They must become dedicated to building environments where talent can grow and prosper. To accomplish this, leaders need to wage war on bureaucracy and flatten the organization, freeing their employees to make important decisions. They need to unleash the power of teams and then hold them accountable for results. Zenger also emphasizes the important role of training and skill development in raising competence, self-esteem and productivity.
David B. Yoffie, Professor, Harvard Business School
In this lively step-by-step guide to business competition, Professor Yoffie explains how some companies succeed in defeating stronger, more powerful rivals, shile 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 (manuvering 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.
Robert Sutton, Professor of Organizational Sciences, Stanford University.
Why do so many managers know so much about organizational performance, say so many smart things about how to achieve it, and work so hard, yet do things they know will undermine performance? Dr. Robert Sutton reviews conclusions he and his co-author Jeffrey Pfeiffer draw in their nnew book, The Knowing Doing Gap: How Smart Companies Turn Knowledge into Action, and explains why knowing what to do often has little or no impact on what managers actually do.
Tim Sanders, Chief solutions Officer, Yahoo!
The Internet has equalized communication channels. Good news can now travel as quickly as bad, and it's not just negative experiences that affect your company's reputation and profitability. A positively-charged work atmosphere has become crucial for reducing employee turnover and enhancing customer service. Today's successful business leaders add value through knowledge-sharing, networking, and compassion. tim Sanders believes that, in a wired world, it's the nice guy who finishes first.
Carol Bartz, CEO, Autodesk, Inc.
If you're not thinking about how to change things or how to innivate in your company, you're going to be left behind. It might be later than sooner, but it is inevitable. Change is one of the few variables that remains constant. In this timeless presentation, Carol Bartz, a self-described "change agent", discusses ways to drive, rather than simply react to, change.
Terry Pearce, President, Leadership Communication
Today's leaders must connect with their audiences in substantive ways that go far beyond the giving of information. This environment requires that people be committed to action, not merely to change. Terry Pearce explores and demonstrates ways in which a leader can speak to both the minds and hearts of an audience, and in the process, elevate a public speech into a more powerful and ultimately productive experience for the speaker and the listener.
Christina Maslach, Professor University of California, Berkeley
What can be done about burnout and its high costs both to the employee and the organization? Professor Maslach outlines six contributing factors that lead to an increase in the risk of burnout. She then describes the all-to-familiar human response: job performance suffers, individuals suffer. Dr. Maslach suggests intervention strategies that target these six danger areas at both the personal and organizational levels. Learn how to turn the multidimensional syndromes of exhaustion. cynicism and ineffectiveness into energy involvement and achievement for the success of your people - and your company.
Robert J. Kriegel, President of Kriegel, Inc.
If you were to rate the level of change at your job in the last 5 years on a 1-10 scale and said"12", you'd have a lot of company. That's how fast change is barreling down on people and organizations as they race headlong into the next century. In this program Dr. Robert Kriegel examines how strategies and programs that corporations use to keep pace with this rapid change have overlooked the most fundamental part of the change process: people.
Use this video to teach efficient telephone skills and proper phone courtesy.
We watch Jeri, a very capable swithchboard operator, successfully handle multiple calls and other distractions by using specific rules for busy inbound lines. Then we follow one of the calls as it's transferred to Sam, in Customer Service. Sam's a disappointment the first time, but then we watch him handle the same call properly.
Six important rules for answering calls are demonstrated.
For this particular call, Sam needs to reach Diane in Order Processing, and Diane needs to check with Mike in Shipping.
When viewers are finished watching this video, they will have a full understanding of telephone skills and an excellent model of phone courtesy, both for daling with customers and for working within an organization.
Margaret Neale, Professor of Organization and Dispute Resolution,
Stanford Graduate School of Business.
There are two dimensions in negotiating: the creation of value and the claiming of value. Negotiators often focus on the value-claiming side, destroying value-creation opportunities in the process. If winning is the goal, solutions that would benefit both parties are left at the table. Professor Neale details examples of negotiators who experienced disastrous outcomes when antagonism and pride obscured their own best interests. Her solution: keep your cool by determining ahead of time the least you will accept, your aspiration price, and your alternatives to an agreement. You can get a great deal - or you can walk away. Either way, you win!
Marty Tenebaum, CNgroup
Today's business dictates that if you're not online, you're not anywhere. The World Wide Web has introduced an entirely new way of offering products and services to a much wider audience, but processing of information is often inefficient. As more companies and consumers turn to the Web with their dollars, the success of e-comerce inevitably depends upon thhe creation of a new set of standards.
Dr. Keri E. Pearlson, Founder & President of KP Partners
What is it that successful companies "get" that others don't? In order to stay ahead, organizations need to react instantaneously. They need to be ready to deliver what customers need - before the customers know they need it! Zero Time success is founded on 5 disciplines: instant alignment of values, instant adaptation, instant learning, instant execution, and instant involvement. Zero Time is a "must" for the realitites of today's fast-paced business world.