How can you become a more authentic leader? How can you effectively raise your emotional and social IQ? And how can you experience what has been voted the most popular elective for 45 years running at Stanford Graduate School of Business?
Interpersonal Dynamics for High-Performance Executives is the answer. For years, this program has been transforming the lives of senior-level executives, helping them to unlock their true leadership potential. Now it’s your turn — to confront, to challenge, to change.
Below are just a few of the sessions you’ll attend as part of the program.
The Power of Inquiry and Feedback
One of the most powerful tools in developing potential in yourself and in your team is the effective use of feedback. In this session, faculty will help you strengthen your competency in giving and receiving regular, specific, and face-to-face feedback. Explore how feedback can be given in a way that is direct and impactful without harming relationships.
The Power of Influence
Influence is the key to getting things done in today’s organizations. Both the work environment and the work itself are becoming more complex and decentralized. Yet leaders still need to capture the right information and resources, gain cooperation, and implement solutions.
Increasingly, this involves having to influence peers not only within departments but also across business units and around the globe. This session will provide conceptual models, tools, and experiential activities to strengthen this critical leadership skill.
Interpersonal Influence, Vulnerability, and Authenticity
Every day, leaders make choices regarding interpersonal interactions that impact their ability to influence others.
This session will explore the interrelationships of vulnerability, authenticity, connection, and influence. It will examine the beliefs we hold, the choices we make with regard to what parts of ourselves we share in our interpersonal interactions, and how those choices can help us gain or lose influence with others.
Feelings and Emotions
Can you lead and inspire without feelings or emotions? Conveying passion requires emotion, but how can you best express it to achieve your goals? Feelings and emotions are essential to leadership, yet not enough attention is paid to their role in a leader’s professional success.
Thinking and feeling are like the bass and treble lines of a musical score. They are not the same, but when both are congruent, they provide dimensionality, texture, and meaning to make our communication more complete. This session explores the role that feelings play in our dealings with other people.