WorldCat Identities

Gurley, Gordon

Works: 100 works in 190 publications in 1 language and 4,797 library holdings
Genres: Educational films  Filmed lectures  Nonfiction films  Filmed speeches  Short films  Filmed interviews  Interviews  Instructional films 
Roles: Director, Editor, Film editor, Engineer, Producer
Classifications: PN1997, 658.45
Publication Timeline
Most widely held works by Gordon Gurley
The power of persuasion by Robert B Cialdini( Visual )

2 editions published in 2001 in English and held by 201 WorldCat member libraries worldwide

"Whether in leadership, management, communication, sales, negotiation or on any level of the ladder, we all need to persuade others. How we do it ethically and most effectively is the basis of over 30 years of research by Professor Robert Cialdini. Based on a vast amount of highly respected, peer-reviewed and scientifically proven published research, Dr. Cialdini has developed six universal principles of influence. As a dynamic speaker, Dr. Cialdini ensures his viewers will leave with easily applied methods that can be used to increase compliance and change behaviors." -- Back of container
Garage-Based Innovation by Phil McKinney by Phil McKinney( Visual )

3 editions published between 2010 and 2015 in English and Undetermined and held by 152 WorldCat member libraries worldwide

McKinney uses the example of Hewlett-Packard (HP) beginning in a garage to discuss bringing creative ideas to life. He shares his FIRE + PO process to tap ingenuity, outlining the four-step process that includes: Focus on what to pursue, Ideate by brainstorming, Rank ideas, and Execute the ideas. Add Perspective and Observation to bring the big picture to the process. Includes a question and answer session
Getting from Little Bets to Big Breakthroughs by Peter Sims by Peter Sims( Visual )

2 editions published between 2011 and 2015 in Undetermined and English and held by 148 WorldCat member libraries worldwide

From his research on innovative leaders, Peter Sims found they share a surprisingly similar approach, that being that they methodically take small experimental ideas through a process of testing, failure, and refinement. These low-risk little bets provide critical information for multiple iterations and successive small wins that can eventually lead to craetive breakthroughs
How great companies achieve great results with ordinary people by Charles A O'Reilly( Visual )

3 editions published between 2001 and 2013 in English and held by 140 WorldCat member libraries worldwide

"How can corporations 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 instead that the source of sustained competitive advantage already exists within every organization. O'Reilly's prescription for an overheated labor market: abandon the obsession with hiring high-priced stars and instead, motivate ordinary people to build a great company and achieve extraordinary results."
Reinventing the Way we do Business by Jon Levin by Edward E Whitacre( Visual )

2 editions published between 2013 and 2015 in Undetermined and English and held by 139 WorldCat member libraries worldwide

After a long and distinguished career leading what has been called by Fortune magazine "the most admired telecommunications company in America," Ed Whitacre was called out of retirement to save GM and the potentially millions of jobs dependent on its survival. In this session, Jon Levin, Stanford University Professor and Economics Department Chair, leads an insightful interview in which Ed Whitacre shares, vividly, leadership lessons learned and the core management principles that catapulted him to 17 years as chairman and CEO of AT & T and, temporarily lured out of retirement, as chairman and CEO of General Motors Co
Playing to Win: How Strategy Really Works by A.G. Lafley & Roger L. Martin by A. G Lafley( Visual )

2 editions published between 2013 and 2015 in Undetermined and English and held by 136 WorldCat member libraries worldwide

First, one has to define what your winning aspiration is, then, determine where you'll play. When you know this, you can ascertain how to be distinctive and win. Develop or tap the capabilities to deliver what your competitors cannot. Finally, identify the management system you'll need to maintain your winning position. Uses the concept of what 5 choices an organization has to make to develop their strategy. These are: What is your winning aspiration? ; Where will we play? ; How will we win? ; What capabilities must we have? ; What management systems are required?
Skills, techniques and strategies for effective negotiations by Patrick J Cleary( Visual )

7 editions published between 2006 and 2013 in English and held by 131 WorldCat member libraries worldwide

During neary two decades as a federal mediator, Pat Cleary participated in just about every type of negotiation. Along with the shrewd and effective methods used by successful negotiators, Pat also witnessed over the years certain common mistakes that would reappear over and over again. In this frank and often humorous account. Pat Cleary shares anecdotes from his own experience. He provides nine practical methods that sidestep the pitfalls and keep you focused on getting the best deal possible -- Container
Intelligent Strategy with Richard Rumelt( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Bad strategy is long on goals and vision and short on presenting a coherent set of actions for actually solving the fundamental problems facing an organization. Good strategy, on the other hand, flows from an honest diagnosis of your most critical challenge coupled with an action plan for specific objectives that your organization can reasonably accomplish to overcome that challenge. Drawing on the successes of General Motors in the 1920s, NASA's Apollo program, Cisco, IKEA, and Nvidia, Professor Rumelt defines five elements of good strategies. First, use analytic tools to develop insight into the nature of your challenge. Then, define achievable proximate objectives toward your goal, recognize and ride the wave of change in your industry, build a "chain link" barrier to competition, and finally, expect and overcome entropy and inertia from within. Richard Rumelt is the Harry and Elsa Kunin Chair in Business and Society, at the UCLA Anderson School of Management, and the author of several books, including Good Strategy/Bad Strategy: The Difference and Why It Matters. He earned BS and MS degrees in Electrical Engineering from UC Berkeley and his doctorate in Management from the Harvard Business School. Program highlights include: Steve Jobs' plan for Apple in 1997: hatchet job or strategy? Why financial performance goals are not strategy. Creating proximate goals and "riding the wave" of change
Strategy and the Purpose Driven Leader by Cynthia Montgomery( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Program Highlights How Gucci achieved the most dramatic turnaround in fashion history. The danger of contentment and how success can kill your organization. Why every single employee "at every level" must know your strategy. In the past 25 years, thousands of articles have been written about strategy, but virtually none about the leadership vital for doing it well. Strategy has been transformed from an art to a "science", but science alone is not enough. Cynthia Montgomery makes the case for bringing people back into the equation. Though you start with ideas, you need leaders to construct a company that brings these ideas to fruition. Leadership is required to define your purpose and form a management model that carries it out. One exercise Montgomery suggests is to think about death: the death of your business. What would the world be like without it? Would it be the same? If you don't make a difference, nobody will mourn you when you're gone. And if they won't miss you then, how much do they need you now? Knowing what makes you matter to your customers is "critical", but even that is not enough. Whatever constitutes strategic advantage today will eventually change. That's why you can't outsource strategy. It takes leadership to watch over an organization, make the hard choices, provide clarity and alignment, and keep everyone fired up and moving ahead together. Cynthia Montgomery is a Professor of Business Administration and the Director of Research at Harvard Business School. She is also the author of The Strategist: Be the Leader your Business Needs
Infinite Reality by Jeremy Bailenson( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Program Highlights Virtual reality is here, it's affordable, and it's changing business practices. Using virtual reality to influence, persuade and teach. How to turn today's video gamers into tomorrow's customers. Children in the U.S. spend twice as much time playing video games as they do reading. Virtual reality is their medium of choice. What does that mean for your business? To reach future employees and customers, organizations can leverage virtual reality in two ways "internally, as a powerful teaching and learning tool, and externally, in marketing and communication practices". Early adopters such as Merrill Lynch, Toyota, LinkedIn and Konica Minolta are already seeing dramatic results in learning simulations, training, and marketing effectiveness. Professor Bailenson draws on his years of psychology experiments in Stanford's Virtual Human Interaction Lab to demonstrate, in dramatic video footage, the power of virtual reality. In a virtual environment, subjects can be persuaded more easily, adopt new behaviors, and gain awareness and empathy for others. Already in practice is Bank of America's online "Face Retirement" campaign, which uses your picture to show you aging, encouraging young customers to put more money into savings. Jeremy Bailenson is the founding director of Stanford's Virtual Human Interaction Lab and the coauthor of Infinite Reality. He earned his BA from the University of Michigan and his PhD in cognitive psychology from Northwestern University
The Values-Based Leader by Harry Kraemer( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Program Highlights The four essential principles of values-based leadership. How to identify your core values and what matters most to you. Focus on doing the right thing rather than being right all the time. After a twenty-five-year career with multi-billion-dollar Baxter International, including serving as chairman and CEO, Harry Kraemer shares, in this candid and entertaining discussion, practical advice on how to lead while staying true to your moral compass. Values-based leadership is possible for anyone to achieve, at any point in a career, by adhering to four guiding principles of behavior. The first principle, ongoing self-reflection, helps you identify your core values and goals and what you truly stand for. The second, balance, is the ability to see more than one side to a story, giving you insight into the issues and tradeoffs and how you'll make decisions. The third, true self-confidence, is accepting your strengths and weaknesses, knowing you can improve. And the fourth, genuine humility, stems from never forgetting where you came from and keeping your leadership role in perspective. Harry Kraemer is a professor of management and strategy at the Kellogg School of Management at Northwestern University, executive partner at Madison Dearborn Partners, and the author of From Values to Action: The Four Principles of Values-Based Leadership. He earned his BA from Lawrence University and MBA from Northwestern University
Managing Millennials by Alec Levenson( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Program Highlights Lifecycle changes that affect every generation and why this one is different. Why burnout among high performers often goes "unnoticed", until it's too late. The Millennials' rose-colored pay expectations and beliefs about what they are worth. New generations entering the job market have always caused disruption for coworkers and created challenges for managers from previous generations. The Millennials now entering the job market are no different. They share the tendency (and the freedom) of previous younger workers to change jobs more frequently, champion new technology and challenge the status quo. But there are cultural differences unique to this generation that demand new management approaches. Alec Levenson's research of over 40,000 employees, comparing Millennials to Generation X, shows significant differences in their needs for flexibility, team cohesion, and supervisor support and appreciation. How do you maximize your Millennials' contributions, channel their energies and maintain their focus? Dr. Levenson provides insights critical for the recruitment, compensation and retention of both Gen X and Millennial employees. Alec Levenson's research focuses on metrics and ROI of human capital, including global and emerging market talent strategies. He works with Fortune 500 companies to optimize performance and HR systems through organization design and strategic talent management. Dr. Levenson earned his PhD in economics from Princeton University
Creating Infectious Action by Jennifer Aaker( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Program Highlights The nuts and bolts of using social media for viral marketing. What causes one campaign to become infectious while another fails. When "reversing the rules" can work to your advantage. An emerging trend in brand development is a shift from an advocacy marketing model (why one should buy a brand) to an ambassador model (how you can participate in the brand). In this participatory environment, social media offers a platform that not only rapidly transmits brand messaging to an audience but also lets the audience "engage and interact", steps that are key to viral marketing. From her research on consumer psychology, marketing strategy, and even the psychology of happiness, Dr. Aaker identifies the four critical components of an infectious campaign. First, focus on one clear goal that is actionable and measurable. Your goal should be compelling and have the potential to unleash feelings of happiness, which are contagious. Second, grab attention to your campaign by doing the unexpected, triggering a visceral response, or providing a visual hook, such as the cancer awareness ribbons. Third, tell an engaging, authentic story that makes an emotional connection and which can be shared across various media. And fourth, enable others to take action toward your goal by participating and spreading the word, in ways that are easy and fun. Jennifer Aaker is a professor of marketing in Stanford's Graduate School of Business and the coauthor of The Dragonfly Effect: Quick, Effective and Powerful Ways to Harness Social Media for Impact. She received her bachelor's degree in Psychology from University of California, Berkeley, and PhD in Marketing from Stanford University
Art of Leadership of Doug Conant( Visual )

1 edition published in 2015 in Undetermined and held by 126 WorldCat member libraries worldwide

Early in his career, after nine years with General Foods, Doug Conant was unexpectedly and summarily laid off from his job. It was devastating, he recalls, yet kind words from an outplacement counselor not only got him through it, but helped shape his approach to leadership success. It's in the moments of saying "just the right thing at just the right time" that leaders can make a positive, constructive impact on others. To sustain the impact of these touchpoints in an enduring way requires adhering to six guiding principles of leadership that he describes, along with inspiring examples of how this can be done. First, think about where you want to end up in your career, and plan accordingly. Be able to make the hard decisions, but be sensitive to soft issues. Be tough-minded with standards and tender-hearted with people. Make a personal connection to the agendas of others to form an enduring relationship. Stay ever alert to what matters most with your strategy, your people, and your actions. And finally, never stop working at leadership: it's the most important thing you do. Doug Conant, whose executive experience spans Fortune 500 companies, nonprofits and trade associations, is coauthor of TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments. He earned his BA degree from Northwestern University and his MBA from the Kellogg School of Management at Northwestern. Program highlights include: The transformative power of a human connection. Guiding others with a "listen, frame, and advance" mindset. Why inspiring trust is critical to enduring leadership success
Don't just set prices : manage them strategically! by Thomas T Nagle( Visual )

4 editions published in 2005 in English and held by 103 WorldCat member libraries worldwide

Thomas T. Nagle, President, CEO, and founder of Strategic Pricing Group, presents a lecture on the importance of communication with the customer in setting value-based prices
How to manage people through continuous change by Carol Kinsey Goman( Visual )

4 editions published between 2007 and 2013 in English and held by 101 WorldCat member libraries worldwide

Change is no longer an event. Change is business as usual. Customers are demanding more, competition is erce, and a turbulent economy and technological advances increase the pressure to do more with less. So how do you implement a change initiative and keep your organization exible and adaptive? Dr. Goman ... Change is no longer an event. Change is business as usual. Customers are demanding more, competition is erce, and a turbulent economy and technological advances increase the pressure to do more with less. So how do you implement a change initiative and keep your organization exible and adaptive? Dr. Goman shares how to communicate to employees the WIIFM bene ts of your plan and the negative consequences if they don't get onboard. She explains why, as a leader, your actions in the hallways are more important than what you say in meetings, and how symbols can inspire commitment-or sabotage any progress toward your goal.--Kanopy
A leader's legacy by James M Kouzes( Visual )

3 editions published between 2006 and 2013 in English and held by 97 WorldCat member libraries worldwide

Based on 25 years of research, Jim Kouzes explains that leadership is personal--that the people you lead need to know who you are and what you care about before they can follow you. This closeness may feel risky, but in the end, it makes the task of giving the bad news a bit easier, as well as enjoying the good. In this informative and motivating talk, Jim explores the tough and often ambiguous issues that today's leaders must grapple with, including how you can't take trust for granted, why failure should always be an option, and how to liberate the leader in everyone
Virtue in business : a CEO's perspective by Pamela Lopker( Visual )

5 editions published in 2003 in English and held by 96 WorldCat member libraries worldwide

Pam Lopker, chairman and president of QAD, Inc., suggests that to sustain business over time, an undercurrent of values must permeate all aspects of an organization. Only by following the three R's of business -- reciprocation, relationships, and reputation -- can a company achieve long-term success
Strategy by design : how design thinking builds opportunities by Tim Brown( Visual )

4 editions published between 2007 and 2008 in English and held by 89 WorldCat member libraries worldwide

"Successful innovations must be desirable to consumers, technically feasible, and viable from a business point of view. But how do you meet these requirements? Tim Brown advocates using the three stages of "design thinking": inspiration, ideation, and implementation. For inspiration, innovators must look at the world through the eyes and the ears of users, perhaps studying analogous situations or extreme users to spark a generative process. Ideation, the core of the process, involves prototyping and realistic testing. Implementation begins with storytelling to bring the idea into the world. If a narrative can be developed around an idea, it has the best chance of being understood and implemented."
Building effective and efficient personal networks by James N Baron( Visual )

4 editions published in 2005 in English and held by 89 WorldCat member libraries worldwide

"Personal networks benefit organizations as well as individuals ... In this insightful talk, Professor Baron offers concrete suggestions for building an effective and efficient personal network."--Back of container
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English (41)