Stanford Executive Program (SEP) Webinar

Key Concepts

• Stamford Executive Program (SEP): A flagship executive education program at Stamford Graduate School of Business (GSB) designed for senior executives.
• Stamford LEAD: Another executive education program, fully online and extended over a year, for senior and mid-career professionals.
• Transformational Learning: Stanford's approach to executive education, focusing on changing how leaders think and act, rather than just imparting information.
• Leading with Humor, Levity, and Joy: A concept presented by Professor Jennifer Aaker, emphasizing the importance of authentic leadership through humor in times of change and uncertainty.
• Humor Styles: Four distinct styles identified: Stand-ups, Sweethearts, Snipers, and Magnets.
• Truth with Levity: The practice of sharing honest observations with a lighthearted approach.
• Whole You: An aspect of the SEP program that focuses on leaders' personal well-being and self-care.
• General Management Curriculum: The core content of SEP, covering leading people, organizations, and change.
• Silicon Valley Environment: The unique location and innovative atmosphere of Stanford GSB.

Stamford Executive Education Programs: SEP and LEAD

The Stamford Graduate School of Business (GSB) offers a diverse portfolio of executive education programs designed for leaders at all career stages. These programs range from short, self-paced courses to immersive online and on-campus experiences.

Flagship Programs: SEP and LEAD

Two prominent programs exemplify the breadth and impact of Stamford's offerings:

• Stamford Executive Program (SEP):

  • Target Audience: Senior executives leading at the highest levels of their organizations.
  • Formats:
    • Full-time On-Campus: Six consecutive weeks.
    • Hybrid Format: Two on-campus sessions with live online learning in between.
  • Focus: Immersive learning grounded in academic rigor and high-touch values, fostering deep engagement with faculty and peers for meaningful growth and change.

• Stamford LEAD:

  • Target Audience: Senior leaders and mid-career professionals.
  • Format: Fully online, extending over a year, allowing participants to continue their day-to-day commitments.
  • Focus: Accessible learning that maintains interactivity and rigor, enabling participants to apply insights directly to their work challenges.

Both SEP and LEAD embody Stanford's vision of executive learning as transformation, not just information. They aim to develop principled, innovative leaders who can effect change in their lives, organizations, and the world.

A New Type of Leader: Leading with Humor, Levity, and Joy

Professor Jennifer Aaker presented a highlight from the SEP curriculum, focusing on the concept of "A New Type of Leader" who leads with humor, levity, and joy. This approach is particularly relevant in the current landscape characterized by:

• AI-driven Transformation: While inspiring, AI also creates uncertainty and anxiety regarding workflow and business model shifts.
• Declining Global Well-being: A decrease in well-being, especially among younger generations, highlights the need for human connection in the workforce.
• Erosion of Trust: Declining trust in systems, leaders, organizations, and information necessitates new ways of building connection.

The Argument for Humor in Leadership

The traditional image of a leader as austere and closed off is no longer effective. Modern leaders need to connect authentically, break through noise, and clearly communicate their values to motivate teams. Humor is presented as a "secret weapon" in this context.

Supporting Research and Evidence:

• Negotiation Study: Participants exposed to humor (a confederate offering a pet frog) paid 18% more for an art piece, reported higher engagement and fun, and experienced decreased tension. They also showed increased likability and willingness to negotiate again.
• Disclosure Study: Individuals who laughed together (watching an SNL sketch) were 30% more likely to disclose personal information to a partner compared to those who watched a neutral video. This highlights humor's role in closing trust gaps.
• Physiological Benefits of Laughter: Laughter triggers the release of endorphins (similar to a runner's high), lowers cortisol (akin to meditation), and releases dopamine (associated with physical touch). This suggests that laughing together is physiologically beneficial, comparable to exercise, meditation, and touch.
• Longevity Study (Norwegian Individuals): Individuals who reported laughing a lot and finding humor in small moments lived approximately seven years longer than those who did not.
• Global Humor Decline: Research indicates a significant decline in smiling and laughing from adolescence through adulthood, with a sharp drop occurring in the workplace. Laughter and smiles are significantly higher on weekends, suggesting a disconnect between personal and professional life.

Three Tips for Leading with Humor:

1. It's Not About Being Funny, It's About Being Human: The focus should be on authentic presence and connection, not on performing as a comedian.

   • Example: Secretary of State Madeleine Albright's use of a large bug pin during a negotiation with the Russian foreign minister, who had bugged the US State Department. This diffused tension, humanized the interaction, and led to a more productive conversation. This demonstrates how levity can mitigate risk and change how one shows up.
   • Real-world Application: Microsoft found that employee sentiment about being able to be their authentic selves at work is a strong indicator of stock market price and growth.
   • Practical Strategies:
     • Ask Better Questions: Instead of "What do you do?", ask "What do you love to do?".
     • Make Callbacks: Referencing something previously said that elicited laughter or smiles in a meeting. This reduces risk, shows attentiveness, makes individuals feel valued, and reinforces a sense of shared experience.
     • Serendipitous Sign-offs: Moving beyond generic closings like "Best" to more personal and humorous sign-offs (e.g., "Yours heavily caffeinated," "Let's never speak of this again," or "I'm the best").

2. Being Funny is Not the Same as Having a Sense of Humor: Understanding your humor style and that of your team is crucial.

   • Four Humor Styles:
     • Stand-ups: Bold, brash, extroverted, unafraid to ruffle feathers, good with roasts.
     • Sweethearts: Warm, inclusive, understated, avoid self-promotion, use humor inclusively.
     • Snipers: Dry, edgy, sarcastic, masters of the unexpected dig, hard to make laugh.
     • Magnets: Bolder, extroverted, light up a room, can be silly or physical with humor.
   • Downsides:
     • Snipers/Stand-ups: Risk of alienating or offending through teasing, which may be intended as a sign of liking.
     • Sweethearts/Magnets: Risk of over-indexing on self-deprecation, which can boomerang at lower status levels.
   • Application: Leaders need to understand their own style, the styles of their team members, and the cultural context to adapt their humor effectively.
   • Example: Richard Branson (Stand-up), Ryan Reynolds (Sniper), Sara Blakely (Magnet), Bob Sternfelds (Magnet, but nuanced).
   • Example: Sara Blakely's tactic of mailing one shoe to a Neiman Marcus buyer with the note "Trying to get my foot in the door. Have five minutes to chat" is a classic example of magnet humor driving business growth.
   • Key Advice: When considering using humor, ask "How will this land with others?" and "What is needed in this moment?" rather than "Will this make me sound funny?".

3. Tell Truth with Levity: This involves observing and sharing truths with a lighthearted approach, not by being a comedian.

   • Comedians' Approach: Comedians excel at finding truths and presenting them with levity.
   • Example: A cartoon showing a European outlet adapter, with the question of who would bring one. This highlights a relatable truth about travel preparedness.
   • Example: Sarah Cooper's observation about Delta's seating chart, humorously describing different levels of discomfort.
   • Impact at Work:
     • Example: CEO Connor Deman's inadvertent Google search for "inspirational leaders say during hard times" during a stressful online off-site. His subsequent statement, "I want you to know you can trust me," led to laughter and a visible shift in employee morale. This was a simple act of sharing truth with levity that had a significant positive impact.
     • Research Findings: Leaders with a sense of humor are perceived as 28% more motivating and inspiring. Their teams tend to be 15% more engaged and twice as creative when facing challenges.
   • Core Principle: Don't look for what's funny; notice what's true and add levity. This ignites authentic connection and fosters a positive outlook.

The Stamford Executive Program (SEP) Deep Dive

The Stamford Executive Program (SEP) is a cornerstone of Stamford GSB's executive education, with a history spanning over 70 years. It aims to inspire and empower leaders by building the mindset, skills, and network needed to increase influence, impact, and establish a legacy.

Mission and Values

The SEP is deeply rooted in the mission and values of Stamford GSB, which are embedded in its curriculum and program design.

Curriculum Framework: Leading People, Organizations, and Change

The program is structured around three core levels essential for leadership success:

1. Leading People: Focuses on interpersonal dynamics, team building, and motivating individuals.
2. Leading Organizations: Addresses strategic thinking, organizational design, and operational excellence.
3. Leading Change: Equips leaders with the skills to navigate and drive transformation within their organizations and beyond.

Why Choose SEP?

Participants typically join SEP to:

• Reinvigorate themselves: Gain fresh perspectives and renewed energy.
• Evolve their career and themselves: Foster personal and professional growth.
• Drive positive change: Develop the capacity to implement impactful initiatives.
• Make a difference in the world: Contribute to broader societal impact.

Program Experience

SEP offers a general management curriculum taught by leading Stamford GSB faculty, who share their latest research and applicable frameworks. The learning experience is multifaceted:

• Classroom Learning: Core faculty sessions provide in-depth knowledge.
• Experiential Learning:
  • Interactive Simulations: Hands-on application of concepts.
  • Learning and Action Sessions: Weekly peer-led sessions to synthesize learnings.
  • Collaboration: Opportunities to engage deeply with faculty and classmates.
• The Whole You: A significant emphasis on personal well-being and self-care, recognizing its importance for effective leadership.

A Typical Day at SEP

A day in the SEP program typically includes:

• Mornings: Optional workouts, study group time, creativity workouts, and personal reflection.
• Faculty Sessions: Core teaching from 9 AM to 5 PM, with potential extensions.
• Evenings:
  • Turbo Sessions: Focused sessions with faculty from across the university, highlighting their research.
  • Participant Talks: Opportunities for participants to share their work and experiences, fostering connection.

Connections and Network

A key component of SEP is the development of a global network of peers. The program facilitates the creation of lifelong friendships and professional connections.

Differentiating Factors of SEP

1. Unique Environment: Located in the heart of Silicon Valley, offering exposure to innovation and cutting-edge thinking.
2. Stanford Campus: The energy and resources of the Stanford campus contribute to the learning experience.
3. People: The creation of a global network of impactful leaders.

Alumni Perspectives: Katherine and Al

Katherine (SEP Class of 2022) and Al (SEP Class of 2019) shared their experiences and insights on the SEP program.

Reasons for Choosing SEP

• Katherine:

  • Stanford's Reputation and Location: Being at the cutting edge of innovation in Silicon Valley.
  • Timing: The program was the first cohort back on campus post-COVID, offering a unique experience.
  • Duration: Six weeks was deemed the right amount of time for immersion.
  • Progressive Approach: Stanford's embrace of diversity, including participants with young children, signaled a progressive learning environment.

• Al:

  • Prior Experience: A positive experience with a shorter Stamford program (Innovative Technology Leader) piqued his interest.
  • Reputation and Longevity: SEP's strong and enduring reputation.
  • Silicon Valley Immersion: Desire for extended exposure to the Silicon Valley culture.
  • Program Duration: The six-week program (extended to two months with pre- and post-program stays) provided a focused retreat.
  • Target Audience: Geared towards experienced business professionals seeking a modern refresher or enhancement.

Memorable Moments and Transformational Impact

Both Katherine and Al described the SEP experience as transformational, making it difficult to pinpoint a single moment.

• Al: Recalled Bill Barnett's opening question, "Why do people even bother showing up for work?" as a foundational element that shaped the program's framework. He also highlighted the insights gained from faculty like Dr. Feifer (power dynamics), Baba Shiv (decision-making), and Maggie Neel (negotiation).
• Katherine: Emphasized the cumulative effect of moments throughout the six weeks, leading to a profound impact. She echoed Bill Barnett's description of the program as transformational, noting its "magic way of unfolding."

Impact on Personal and Professional Life

• Katherine:

  • Personal Reset: The program provided pause and reflection on how she shows up as a leader and a person.
  • Reinforcement of Frameworks: Practical tips from faculty like Jennifer Aaker were easily integrated into daily work.
  • Advocacy: She is a strong advocate for the program's impact.

• Al:

  • Broadened Perspective: Business perspective became more holistic, integrating leadership, business building, scaling, investment, power dynamics, and innovation.
  • Global Network: The program fostered a strong and broad network, with a significant portion of participants from outside the US.
  • Ongoing Engagement: The alumni network continues to be active and valuable. He reconnected with classmates at the GSB Centennial reunion.
  • Real-world Impact: He met the founder of his current company, Jify.ai, in an after-dinner talk during SEP, leading to his employment there.

Surprises About the SEP Experience

• Katherine:

  • Deep Connections: The surprising depth of connection formed with 200 peers within the first week, leading to lasting friendships and an active WhatsApp group for ongoing support and connection.
  • Transformational Quality: The intangible "magic" that profoundly changes one's trajectory.

• Al:

  • Reality-Based Focus: Contrary to expectations of an academic or theoretical program, SEP was surprisingly reality-based and real-world focused.
  • Exposure to Topics and People: The evening sessions (Turbo Talks) and personal stories from classmates provided unexpected inspiration and connections.

Advice for Prospective Applicants

• Katherine:

  • "Just do it." The program is highly recommended and will not be regretted.
  • Put Everything Into It: The more you invest, the more you gain.
  • Embrace the Experience: It's hard not to get involved due to the program's engaging nature.

• Al:

  • Be Honest in Application: Be truthful about your career stage and aspirations; authenticity resonates with the GSB team.
  • Find Your Window of Time: Seize the opportunity if you can make the time commitment work.
  • Leverage the Alumni Network: The ongoing access to alumni resources is a significant benefit.

Closing Thoughts

Both Katherine and Al reiterated the profound impact of SEP, emphasizing its focus on individual growth, organizational impact, and broader societal influence. They highlighted the program's ability to provide the time and space for deep reflection that is often missing in daily professional life.

Application Deadline: The first deadline for the SEP full-time program (starting in June) is December 8th.