in the stakeholder triangle if you will than some others

in the stakeholder triangle, if you will, than some others.

Talks at Google

Dr. Jeffrey Pfeffer stops by the Googleplex for a conversation with Karen May, VP of People Development. 

Too many leadership failures. Too many career derailments. Too many toxic workplaces filled with disengaged, distrustful employees. Jeffrey Pfeffer, a professor at the Stanford Graduate School of Business and the author of Power, offers an incisive dissection of the multibillion-dollar leadership industry and presents ways to fix its many problems.

In Leadership BS, Jeffrey Pfeffer pulls back the curtain, showing how leadership really works and why so many leadership development efforts fail. In this forthright and persuasive critique, Pfeffer argues that much of the oft-repeated wisdom about leadership is based more on hope than reality, on wishes rather than data, on beliefs instead of science. In an age when transparency is considered a virtue, Pfeffer makes the case that strategic misrepresentation isn't as harmful as you think, that breached agreements are a part of business, that immodesty is frequently a path to success, and that relying on the magnanimity of your boss is a bad bet.

Using research findings from social psychology, sociology, and sociobiology, and filled with practical, actionable advice, Leadership BS encourages readers to finally stop accepting sugar-laced but toxic potions as cures and to understand the realities of organizations and human behavior.

To make real change, Pfeffer argues, we need to get beyond the half-truths and self-serving stories that are so prominent in the mythology of leadership. In calling BS on so much conventional wisdom, Leadership BS offers both a provocative, scientific examination of how leadership actually works—and how it doesn't—and a prescription for leaders future and present.

Leadership BS | Jeffrey Pfeffer | Talks at Google

and or am a stakeholder in it is not the 

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Timestamps courtesy of JJMC89.

00:06:20 - Intel rumored to be working on Core i9
00:11:30 - NVIDIA Releases GeForce Experience 3.6
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You're now having your manager as this key stakeholder helping you make some decisions

Big Think

Carson Tate: Learn How to Say No
Watch the newest video from Big Think: https://bigth.ink/NewVideo
Join Big Think Edge for exclusive videos: https://bigth.ink/Edge
---------------------------------------------------------------------------------- 
Being so interconnected is exhausting, says professional consultant Carson Tate. We have to resist the tendency to treat our overwhelming schedules like badges of honor. We have to learn to say "no" when asked things that put us over our capacity, because every time you say "yes," you're saying "no" to something else.
---------------------------------------------------------------------------------- 
CARSON TATE:
Carson Tate is author of the book Work Simply: Embracing the Power of Your Personal Productivity Style. A professional consultant, Tate helps top executives and their teams take back control of their to-do lists, workspaces and workflow. She is creator of the "Working Smarter, Not Harder" and "Harness the Productive Power of Your Brain" productivity systems. Tate holds a BA in psychology from Washington and Lee University, a Masters in Organization Development, and a Coaching Certificate from the McColl School of Business at Queens University.
 ----------------------------------------------------------------------------------
TRANSCRIPT:
Carson Tate: We're overwhelmed; we're connected 24/7; most of us have information flowing in multiple channels. Our calendars are packed; our task lists are long to overflowing and this is what I call the busy-ness epidemic that's consuming us.

So there becomes in our society this like busy-ness badge where we all need to be overstuffed, overscheduled because that in our culture it is how you demonstrate value and how you demonstrate that you're needed and important. That's not necessarily the case.

Every time you say "yes," you're saying "no" to something else. So the whole point is to get really clear around what you want to say "yes" to and what you want to say "no" to. Because every time you say "yes," you end up with a calendar that's full to overflowing. Many of the things that might be in it are really not in alignment with you and who you are. And so "no" becomes a powerful tool to take back control of your time in your day and our hesitation with saying "no" is we think maybe we're going to disappoint them or we're not going to be able to move forward in our career; well that's not true. If you say, "No, I can't do this project right now because I'm working on X; can I get to it later?" You're now having your manager as this key stakeholder helping you make some decisions and prioritize your workload and you're letting them know what you're working on because a lot of the time they don't know. So your "no" empowers others to help you as you're helping yourself.

But we're also very short and sweet in our no. We don't give them a list of reasons why. You aren't saying I'd love to but I've got this and that because then they might come back to you and say, "Oh, but it's only going to take a few minutes; it's only going to take a couple of days." You want to be very short and succinct in your "no" and then gracefully decline. And remember that it's not always about you. Your "no" is not necessarily going to ruin their day; they'll probably go and ask someone else and be just fine.

So, I think what happens with the busy-ness epidemic is you get so caught up in the doing of your day, you're just moving through the meetings, moving through the tasks that you forget that we're not human doings; we're human beings. And so some of the vitality and the beauty in life you just miss because your head's down and you're constantly responding and reacting to everything else that's going on in your world. And so it's in that space of the pause or a little bit of white space on your calendar that that's where I think you can find those little moments of joy and meaning.

Being so interconnected is exhausting, says professional consultant Carson Tate. We have to resist the tendency to treat our overwhelming schedules like badges of honor. We have to learn to say "no" when asked things that put us over our capacity, because every time you say "yes," you're saying "no" to something else.

Carson Tate: Learn How to Say No  | Big Think.

you could perform a “stakeholder analysis.”

TED-Ed

What’s the best way to handle a crisis in business? Dig into how different strategies can work when faced with an ethical dilemma.

--

You founded a company that manufactures meatless burgers that are sold in stores worldwide. But you’ve recently received awful news: three people in one city died after eating your burgers. A criminal has injected poison into your product! The deaths are headline news and sales have plummeted. How do you deal with the crisis? George Siedel and Christine Ladwig explore the different strategies of this ethical dilemma.

Lesson by George Siedel and Christine Ladwig, directed by Patrick Smith.

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Ethical dilemma: The burger murders - George Siedel and Christine Ladwig

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Thanks for watching the video!{{SUBSTRING}}

Questions to ask before you start a logo design

and an author/co-author of 14 books, another one,

I understand, in the making so 14 and 1/2 books.

And so he's got lots and lots of areas of expertise,

and we're here today to talk about his latest

book, Leadership BS, which is nothing, if not catchy,

I lead our People Development Team here at Google,

and I know we're joined not only by folks in the room

here today, but also by a number of folks

And I shared briefly with Jeff a little bit of an

and embarrassing fact, which is I don't read

is I kind of put my feet up on the couch and leaned back

and slowed down, and I said, oh, this is very interesting.

This is really different, and so I was so pleased

that I had the opportunity to directly ask

you questions because it was a very thought-provoking book.

And I know we can't assume today the you've all

I imagine many of you will following our conversation

So I'd like to just start off with the first question, which

as I shared with you, I'm very curious because you've

And two of the themes that you wove together

one is essentially, excuse my paraphrase here you

can correct me you like is that the things that we say

we want in our leaders are not necessarily the things that we

get in our leaders, nor are they necessarily the things that

Similarly, we have a multi-billion dollar leadership

to help people develop into that former set of things

and yet it doesn't do a good job of that.

And so you have commentary on both of those states of affairs

And I'm curious about why you wrote the book

 No softball questions to get us started.

to make writing the book much quicker you know, emotion,

I am increasingly frustrated by a combination of things.

take my Path to Power class at Stanford and say to me,

because I take anything as a compliment at this point.

You know, they say your class is very different.

It contradicts what we've learned from other leadership

books or what we've learned in other courses at Stanford.

The Stanford Business School is, of course,

We have extremely, fabulously fantastic students

school in the country hardest to get into.

And in spite of the fact that we are highly selective

and have these brilliantly stunningly wonderful human

beings who come to us, within the first 24

months of their graduation from Stanford, a reasonably

I can't give you exact data, but my anecdotal evidence

is that somewhere between 10% and 20% of our students

will be fired within the first two years.

because these are highly selective, highly selected,

The idea that one of them would be fired let alone somewhere

and of course, the reason why they're fired

is because they believe the stuff they've

So I think we as an institution are failing.

I certainly in my past with the Power class, I have as one

of the objectives that you should never have

Test your pronunciation!

“stakeholder”