Executive Leadership

Development:
Analysis to Action WHO SHOULD ATTEND
Dates: January 2018 and April 2018 (this is a two-module program)
App deadline: November 2017 Executive Leadership Development is ideal
for emerging leaders preparing to take on
Tuition: $35,500 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. Mid- to senior-level executives with at
least 10 years of work experience, and a
minimum of 3 to 5 years of management
OVERVIEW experiencefrom any size company, any
Three weeks. Two modules. One incredibly rigorous general management program for industry, and any country
executives on the verge of achieving great things. Executive Leadership Development: Executives who have recently been
Analysis to Action prepares you to take the helmto analyze critically, articulate promoted to a position of significant
strategically, think holistically, and lead with confidence. managerial responsibility or are clearly on
track for such a role
Over the course of six months and two on-campus modules, youll interact with Stanfords
world-class Graduate School of Business faculty and gain insights from a diverse group of
highly motivated peers. Youll experience dynamic presentations, hands-on role playing,
guest speakers, two 360-degree leadership assessments, three one-on-one coaching
The course mixed rigour,
sessions, webinars, and more. Its experiential and empowering. Youll learn how to use intensity, and some fun,
critical analytical thinking to communicate an argument based on sound assumptions and
sound logic. Youll use design thinking principles to solve real-world business challenges. making for a conducive
And youll develop and refine a set of personal leadership skills to achieve greater results.
setting for learning. The
PROGRAM HIGHLIGHTS quality of the teaching staff
The programs three-week, multi-disciplinary curriculum follows Stanfords MBA program
structuremaximizing linkages across three key themes: Analysis, Design, and Leadership.
was excellent. Some of the
principles taught served to
DESIGN THINKING
Learn design thinking tools and techniques and put them into action to tackle design confirm for me that I was
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 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
BUSINESS AND DESIGN CHALLENGES
To focus the classroom content around real-world situations, each participant is asked insights and ideas to apply.
to submit both an organizational and design challenge in advance of the program. These
should ideally be big picture leadership, strategy, or organizational design issues you
If you are a new leader, the
will encounter as you work toward the next level in your professional advancement. The course will provide you with
curriculum will provide fresh perspectives for addressing these challenges, enabling you to
put learning into practice. much food for thought, and
LEADERSHIP ASSESSMENT AND PERSONAL COACHING
is highly recommended.
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
Jill Tan
classroom learning with Stanfords proprietary 360-degree, in-depth leadership
Official Assignee & Public Trustee
assessment tool called LEAP (Leadership Evaluation and Action Planning). LEAP
Insolvency & Public Trustees Office
is designed to help you strengthen your leadership skills so you can improve your
Singapore
performance, energize your workplace, and advance your career. It also helps you set
ELD 2015
priorities and develop a 100-day action plan with one-on-one leadership coaching.

gsb.stanford.edu/exed/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
Enhance your understanding of the critical interface between strategic challenges external to the organization and internal organizational
leadership, and execution issues
Apply design thinking principles to solve business problemslearn effective ways of designing teams, business operations, change
management initiatives, and organizational structures and culture
Develop greater awareness of your leadership style and how its perceived by others
Understand relevant psychological principles needed to create high-performance teams and increase employee motivation
Hone interpersonal skills to increase your impact on the 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.

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 Continuing for six months post-program, youll have
360-degree feedback assessment which gives an in-depth access to a personal dashboard to journal your progress
look at how you are perceived by peers, managers, and and view clips of senior leaders discussing how they
subordinates overcame their own business challenges
During the second on-campus program module, a Optional additional coaching includes six more one-on-
leadership coach helps you interpret the feedback and one sessions
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

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)

Two weeks on the
Stanford campus
Robust academic content
focused on analysis and design
Mix of classroom sessions,
class exercises, self-facilitated
group work
Design Thinking workshop
Individual business challenges
addressed and explored
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
Webinar with program faculty
One week on the Implement 100-day action plan
Stanford campus
Webinar with program faculty
Robust academic content
Three months later, participate
focused on leadership
in additional 360 evaluation to
Mix of classroom sessions, class check progress
exercises, role-playing sessions
Two individual coaching sessions
Group discussion with coach to on second 360 evaluation
prepare for individual coaching
Access to journaling dashboard
and surface reactions to 360
continues for six months
feedback, setting coaching
expectations and context Optional additional coaching
includes six more one-on-one
One-hour, one-on-one coaching
sessions
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/exed/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
8% Corporate Development
4% Finance/Accounting
Anne Beyer, an Associate Professor of Accounting at the Stanford
48% General Management
4% Human Resources
Graduate School of Business, is the Michelle R. Clayman Faculty
10% Information Technology Scholar for 2008-2009 and 2010-2013. Her research interest is in
2% Logistics the area of financial accounting with a focus on corporate disclosure,
10% Operations/Production capital market prices, and corporate governance.
2% Research/Development
12% Sales/Marketing
Industry
2% Advertising/Marketing Services OTHER STANFORD GRADUATE SCHOOL OF BUSINESS FACULTY
6% Aerospace/Defense
4% Agriculture/Food/Beverages Steven J. Callander Carole Robin
2% Broadcasting The Herbert Hoover Professor of Public The Dorothy J. King Lecturer in Leadership
16% Computer/Peripherals/ and Private Management, Professor of Kenneth W. Shotts
Electronics/Software Political Economy The David S. and Anne M. Barlow Professor
2% Construction/Engineering/Materials
Glenn R. Carroll in Political Economy; Professor of Political
6% Consulting
4% Education
The Laurence W. Lane Professor of Science (by courtesy), School of Humanities
2% Entertainment/Leisure Organizations; Senior Associate Dean for and Sciences
11% Financial Services/Insurance/ Academic Affairs; Professor of Sociology (by Andrzej Skrzypacz
Real Estate courtesy), School of Humanities and Sciences The Theodore J. Kreps Professor of
2% Food Service/Lodging Charles I. Jones Economics; Professor of Economics (by
2% Government
The STANCO 25 Professor of Economics courtesy), School of Humanities and Sciences
2% Health Care Services
2% Internet Services Hau L. Lee Sarah A. Soule
4% Manufacturing The Thoma Professor of Operations, The Morgridge Professor of Organizational
10% Military Information and Technology Behavior; Senior Associate Dean for Academic
2% Mining/Metal Processing Affairs; Professor of Sociology (by courtesy),
2% Pharmaceuticals/Medical Devices
Margaret A. Neale
The Adams Distinguished Professor of School of Humanities and Sciences
2% Social Welfare
11% Telecommunications/ Management Ilya A. Strebulaev
Information Services Joel C. Peterson The David S. Lobel Professor of Private Equity
4% Transportation The Robert L. Joss Consulting Professor Stefanos Zenios
2% Utilities
of Management The Investment Group of Santa Barbara
Region Professor of Entrepreneurship and Professor of
9% Asia
Jeffrey Pfeffer
The Thomas D. Dee II Professor of Operations, Information and Technology
4% Australia/New Zealand
14% Europe Organizational Behavior
7% Middle East Hayagreeva Rao
55% North America The Atholl McBean Professor of
11% South America
Organizational Behavior and Human
Resources; Professor of Sociology (by
courtesy), School of Humanities and Sciences
TAKE THE NEXT STEP
EXPERIENCE THE STANFORD DIFFERENCE
For more information, or to
Stanford Graduate School of Business Executive Education programs offer executives from
apply to Executive Leadership Development:
around the globe an extraordinary opportunity to immerse themselves in an intensive,
Analysis to Action, please contact
collaborative learning environment where the focus is continually on the future. Taught
James Perkins
by Stanfords world-renowned faculty and supplemented by guest speakers, participants
Associate Director, Programs
acquire the knowledge, vision, and skill to bring innovative leadership to their organizations
Phone: +1.650.724.3350
while advancing their personal and professional growth.
Email: james.perkins@stanford.edu
or visit gsb.stanford.edu/exed/eld.

4 EXECUTIVE EDUCATION / GENERAL MANAGEMENT gsb.stanford.edu/exed/eld