Podcast appearances and mentions of jeff pfeffer

In this episode of Sports the NEMO Way we bring the best Dodgers to the table for discussion. 

Read our book, The Score That Matters https://amzn.to/3XxHi7p Full show notes at www.LearningLeader.com  This episode is supported by Insight Global. Insight Global is a staffing company dedicated to empowering people. Please CLICK HERE for premier staffing and talent. Notes: Commonalities of excellent coaches: Not defensive Respond well to feedback Ability to learn "Leadership can't be taught but it can be learned." Coaching is not therapy, but it can be therapy-adjacent. It's not telling people what to do and it's not just asking questions. It's a combination of all of them. There is ample research on the benefits of writing. It clarifies your thinking. The questions to ask someone who might need an executive coach: Why do you want a coach? Why now? What do you hope to get out of it? What do great leaders do? First, do no harm. Walk the talk. Be an embodiment of the culture. Have high standards Take risks Coach people up Train people "Coaching is accomplishment through others." "Feedback is not a gift." Feedback is data. Signal and noise. Signal - Important and good. Noise - Byproduct of someone's distorted lens. "Praise, Criticism, Praise (PCP) is terrible." Don't give the compliment sandwich. It's disingenuous. How leaders best overcome adversity – The most critical skill is "adaptive capacity..." It's composed of two primary qualities: the ability to grasp context, and hardiness. Coaching - Asking evocative questions, ensuring the other person feels heard, and actively conveying empathy remain the foundations of coaching. Connect: Establish and renew the interpersonal connection, followed by an open-ended question. Reflect: Having elicited a response, reflect back the essence of the other person's comments. Direct: Focus their attention on a particular aspect of their response that invites further exploration. Support and Challenge - A client once said, “It feels like you're always in my corner, but you never hesitate to challenge me.” Master the Playbook, Throw it Away - Coaching involves a continuous and cyclical process of learning, unlearning, and relearning. Power Dynamics - The longer I coach, the more I appreciate and value the work of Jeff Pfeffer, a leading scholar on power. philosopher Ernest Becker: "If you are wrong about power, you don't get a chance to be right about anything else." "Meaningful coaching is always an emotionally intimate experience, no matter what's being discussed. In part this is a function of the context: two people talking directly to each other with no distractions... Intimacy in a coaching relationship also results from a willingness to 'make the private public'--to share with another person the thoughts and feelings that we usually keep to ourselves... And yet an essential factor that makes such intimacy possible is a clear set of boundaries defining the relationship, which creates an inevitable and necessary sense of distance..."

From the very beginning of the National League, baseball's overlords have attempted to grow the sport beyond America's borders. These efforts have met with varying levels of success over the years, but it's clear that baseball has never been more popular abroad than it is in 2024. Our guest this week, MLB.com's manager of storytelling Michael Clair, has a new newsletter that highlights the international game wherever it's being played and is making sure we'll know where the next generation of great major league players is going to come from. Plus, happy birthday to Paul Schaal and Jeff Pfeffer! And farewell to Jimy Williams and John Pregenzer.

Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.com SHOW NOTES:How do you go from a senior role at an established company to entrepreneur, investor and Board roles? In this episode, Cecilia Hultén shares how she left a successful banking career in Europe and “built a bridge” to forge her own path. She speaks hard truths about not letting your company own you, managing your “balance sheet”, and how to make the most out of a sabbatical. If you want to move out and up, Cecilia provides practical and creative strategies on networking, creating resources and communications that will accelerate your transformation.Cecilia on sparring partners and her first uncomfortable career moveKompasbank and cBio: How those two opportunities came to herDon't have a clear plan? Think of a bridgeLeaving a high paying job and your identity –moving to a “portfolio career”Cutting the cord with your old jobRecasting herself by “replacing her spreadsheets with stories”The 6-word story conceptWhy her sales background was valuable“Don't limit yourself when it comes to creating interesting networking opportunities”Cecilia's favored form of networkingHow Cecilia created something out of nothing when she founded Me2We @ Stanford LEADThe hard truth about financial freedom and your ability to walk out: Cecilia's advice on managing your costs, your balance sheet – and your relationship with your companyHow Cecilia's views on power have changed over timeNavigating power in a big company vs as an entrepreneur: Cecilia's takeHow Cecilia, as an investor, detects bravado and BSSpecific advice for womenHow her experience in the Silicon made her life richerBIO AND LINKS:Cecilia Hultén, based in Copenhagen, is a recognized entrepreneur, investor, and Board Member that focuses on fintech and healthtech. Prior to making her transition, she served two decades as a global banking executive with leading financial institutions including UBS and Nordea. She now invests in transformative businesses that solves real-world problems. Cecilia is active in Kompasbank, a European challenger bank for SMEs, Konsolidator, a SaaS company providing a cloud-based consolidation tool, and Hejdoktor, a digital healthcare provider. She has also co-founded Cbio, a biotech company enabling cancer cure, and a data management company, commercializing a project out of MIT's Fintech program. Cecilia holds a BSc from Gothenburg School of Economics, MBA (2nd year) at NYU's Stern School of Business, and completed executive education at MIT, the Stanford GSB, and Singularity University.Cecilia on Linkedin: https://www.linkedin.com/in/ceciliahulten/Companies she serves: https://kompasbank.dk/da/; https://www.cbio.dk  ; https://konsolidator.com ; https://www.temenos.com; https://www.hejdoktor.dkDanBAN angel network: https://danban.org/en/Profiled at Copenhagen Fintech week: https://www.youtube.com/watch?app=desktop&v=j0yFZ-i_vX8Profiled on Bootstrapping (in Danish): https://bootstrapping.dk/5-skarpe-til-ugens-investor-cecilia-hulten/Idea of the 6-word story: https://community.thriveglobal.com/tell-your-story-in-6-words/Jonathan Levy's book, You're Invited: https://www.harpercollins.com/products/youre-invited-jon-levyStanford LEAD's Me2We event, founded by Cecilia: https://tinyurl.com/3hj3233hThe Power Map: https://changwenderoth.com/the-power-map/Jeff Pfeffer's book, 7 Rules of Power: https://tinyurl.com/yh9knn85Michael's Book, Get Promoted: https://tinyurl.com/453txk74Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

The less said about the Mets' game in Houston last night, the better. Brett Baty was like the rest of us, watching New York's bats struggle to get anything going against Framber Valdez. No shame in that, Valdez was phenomenal, but that's the game the 2023 Mets get pitched against them that the 2022 Mets simply didn't. They're now farther out of first place at this stage of the season than they've been since 2003, but in a world of wild card multiball… it's still a long way from over. So, here's the Brett Baty home run chain.Brett Baty hit his first home run off Jake Odorizzi, 8/17/22Jake Odorizzi gave up his first home run to Carlos Santana, 9/23/12Carlos Santana hit his first home run off J.D. Martin, 6/12/10J.D. Martin gave up his first home run to Craig Counsell, 7/30/09Craig Counsell hit his first home run off Todd Stottlemyre, 8/24/97Todd Stottlemyre gave up his first home run to Ron Hassey, 4/28/88Ron Hassey hit his first home run off Nolan Ryan, 5/12/78Nolan Ryan gave up his first home run to Joe Torre, 9/11/66Joe Torre hit his first home run off Joey Jay, 5/21/61Joey Jay gave up his first home run to Willie Jones, 6/26/54Willie Jones hit his first home run off Bob Chesnes, 9/20/48Bob Chesnes gave up his first home run to Johnny Mize, 5/6/48Johnny Mize hit his first home run off Harry Gumbert, 4/30/36Harry Gumbert gave up his first home run to Lonny Frey, 9/21/35Lonny Frey hit his first home run off Bill Swift, 5/6/34Bill Swift gave up his first home run to Ripper Collins, 4/12/32Ripper Collins hit his first home run off Ray Kremer, 5/9/31Ray Kremer gave up his first home run to Rogers Hornsby, 4/22/24Rogers Hornsby hit his first home run off Jeff Pfeffer, 5/14/16Jeff Pfeffer gave up his first home run to Tex Erwin, 7/11/14Tex Erwin hit his first home run off Lew Moren, 4/15/10Lew Moren gave up his first home run to Cozy Dolan, 4/19/04Cozy Dolan hit his first home run off Bill Duggleby, 6/19/02Bill Duggleby gave up his first home run to Bill Joyce, 4/21/98Bill Joyce hit his first home run off Henry Gruber, 6/28/90Henry Gruber gave up his first home run to Roger Connor, 7/28/87Roger Connor hit his first home run off Tommy Bond, 5/24/80Tommy Bond gave up his first home run to Deacon White, 5/15/74Deacon White hit his first home run off George Zettlein, 5/11/71George Zettlein gave up his first home run to Ezra Sutton, 5/8/71This was the first home run of Ezra Sutton's career. The second came in the same game – for both of them. It was opening day in Chicago for Zettlein and the White Stockings of the National Association (forerunner of the National League, not forerunner of the Cubs or White Sox). The Cleveland Forest Citys trailed 14-2 in the fourth inning when Sutton hit his first homer, and 14-8 in the seventh when Sutton hit his second. The final was 14-12, the first of seven straight wins for Chicago to start 1871.Chicago finished 19-9, two games behind the Philadelphia Athletics. Cleveland finished 10-19, winning the battle of the Forest Citys with the Rockford Forest Citys, who were dead last at 4-21. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit willetspen.substack.com/subscribe

Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.com SHOW NOTES Keshav Pitani, VP of Light & Wonder, shares his transition from avoiding to embracing office politics. We discuss his experience as an introvert within the corporate world, his strategy for reframing office politics as a “Multi-Level Game” and the application of these lessons to his work. Gaining pride from mentoring others Corporate life before becoming politically savvy Overcoming his aversion to office politics The power of treating office politics as a “Multi-Level Game” How introverts can keep customers engaged Why engaging in politics leads to innovation in large companies Tips on determining people's needs and what questions to ask Why innovation can't happen in isolation How to give strategic complements Learning from people's skills (whether you like them or not) Get used to it and become good at it  BIO AND LINKS: Keshav Pitani, VP of R&D at game developer Light & Wonder, has extensive entrepreneurial and intrapreneurial experience in solving complicated problems and delivering award-winning technology products. Keshav worked on the first modems for IBM in Tokyo, airline cockpit systems for Rockwell, and was one week short of being the first to patent wifi when he worked in the Bay Area tech scene. For the past decade, he has led R&D, development, and commercialization of apps and iconic games worldwide for Bally, Scientific Games, and Light & Wonder. Linkedin: https://www.linkedin.com/in/keshav-pitani/ Light & Wonder: https://www.lnw.com/ Reference Keshav makes to “Jeff (Pfeffer's) book”: https://jeffreypfeffer.com/books/power-why-some-people-have-it-and-others-dont/ Michael's Book, Get Promoted: https://changwenderoth.com/#tve-jump-180481ecea3

My friend Jeff Pfeffer, legendary Stanford professor and management thinker, joins me to discuss his new book, The Seven Rules of Power. We actually discuss all seven rules through the lens of how I live my own life!

Why are so many organizations run by ineffective or toxic leaders? Because it isn't the best leaders that succeed. Its the ones that best understand how to gain power and use power. According to Jeff Pfeffer, the leadership industry has led many prospective leaders astray, providing them with a normative framework that fails to provide an accurate account of how organizations work. Jeff Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business at Stanford University where he has taught since 1979. He is also the author or co-author of 15 books, the most recent of which is “The 7 Rules of Power'In this episode, we'll hear Greg & Jeff discuss values based leadership, Jeff's course “Paths to Power,” the nature of reciprocity in the workplace and self help books.Episode Quotes:Values based leadershipAt Stanford we talk about values based leadership and on the surface you would say, who could be opposed to values-based leadership? That you ought to lead with values, you want to lead with integrity, authenticity all of these things. But I think we have failed to ask the question: if you're going to have values-based leadership, the next thing you need to ask is how are you going to get the power and influence to actually implement those values? The complexities of work friendsIf you and I are friends and we work in different organizations and probably even in different industries, there is a pure friendship relationship. But as soon as we work for the same place, because organizations are hierarchical, we are both competing. So it's a very mixed motive situation.The calculated mindset of workplace thinkingIt makes complete sense that in interpersonal relationships, the norm of reciprocity is quite strong. But when you get into an organization, you adopt what we call a more “calculative mindset.” In which we're thinking not just, you know did Gregory do something for me, so I need to repay it? But is Gregory going to be part of my life in the future?What is Gregory going to be able to do for me in the future? And if he is not going to be in a position of power, or maybe he's not even going to be in the organization in the future, then as I calculate whether or not I need to repay and what I need to do for him, its much more calculative and less this automatic, normative basis.Show Links: Recommended Resources:Herminia Ibarra on TEDxLondonBusinessSchool talking about: What does it really mean for leaders to be authentic?The Authenticity Paradox by Herminia IbarraUnless You're Oprah, ‘Be Yourself' Is Terrible Advice by Adam GrantHow David Beat's Goliath by Malcolm GladwellGuest Profile:Faculty Profile at Stanford Graduate School of BusinessSpeaker's Profile at Stern Speakers & AdvisorsJeff Pfeffer's WebsiteJeff Pfeffer on LinkedInJeff Pfeffer on TwitterHis Work:Jeff Pfeffer on Google Scholar7 Rules of Power: Surprising--but True--Advice on How to Get Things Done and Advance Your CareerDying for a Paycheck: How Modern Management Harms Employee Health and Company Performance―and What We Can Do About ItLeadership BS: Fixing Workplaces and Careers One Truth at a TimePeople are the Name of the Game: How to be More Successful in Your Career--and LifePower: Why Some People Have It and Others Don'tWhat Were They Thinking?: Unconventional Wisdom About ManagementHard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management

Jeff Pfeffer once wrote that leaders often made little difference to a company, now he thinks they can. We talk about why telling people to be authentic is terrible advice and how flattery helps change people's minds with one of the world's leading management thinkers.

Bragging about being overworked is not badge of honor. Economists say the way we work has become so stressful it’s now the fifth leading cause of death. That’s according to Jeff Pfeffer, a Stanford business professor and author of some of the first meta-analyses of the health costs of the modern workplace. What will it take for us to transform the way we work and live — as individuals, as organizations, and as a culture — in order to make time for both meaningful work and fuller, healthier lives? That conversation starts here in the inaugural episode of Better Life Lab. Learn more about your ad choices. Visit megaphone.fm/adchoices

Bragging about being overworked is not badge of honor. Economists say the way we work has become so stressful it’s now the fifth leading cause of death. That’s according to Jeff Pfeffer, a Stanford business professor and author of some of the first meta-analyses of the health costs of the modern workplace. What will it take for us to transform the way we work and live — as individuals, as organizations, and as a culture — in order to make time for both meaningful work and fuller, healthier lives? That conversation starts here in the inaugural episode of Better Life Lab, hosted by Brigid Schulte Learn more about your ad choices. Visit megaphone.fm/adchoices

Bragging about being overworked is not badge of honor. Economists say the way we work has become so stressful it’s now the fifth leading cause of death. That’s according to Jeff Pfeffer, a Stanford business professor and author of some of the first meta-analyses of the health costs of the modern workplace. What will it take for us to transform the way we work and live — as individuals, as organizations, and as a culture — in order to make time for both meaningful work and fuller, healthier lives? That conversation starts here in the inaugural episode of Better Life Lab, hosted by Brigid Schulte.

Jeff Pfeffer, Stanford University Professor, joins host Stew Friedman to discuss this question and more, addressed in his new book "Dying for a Paycheck" on Work and Life. See acast.com/privacy for privacy and opt-out information.

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business where he has taught since 1979. He is the author or co-author of 14 books on topics including power in organizations, managing people, evidence-based management and author of more than 150 articles and book chapters. Professor Pfeffer has won numerous awards for his scholarly research. He spoke with Stew about his latest book, Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time, and what changes are needed in the “leadership industry.” In this episode, Stew and Jeff discuss the failures of modern leaders. Instead of showing virtues like honesty, authenticity, and modesty, many leaders show only narcissism and greed. These leaders are not promoting the greater good of their organizations, let alone our society. One of the great scholars of organizations, Jeff asks challenge questions, like why are executives held accountable for their environmental impact but not for their impact on employee well-being? One relevant example discussed here is Amazon’s company culture under CEO Jeff Bezos. Click here for the transcript. See acast.com/privacy for privacy and opt-out information.

Is it possible for leaders to be authentic? Stanford Professor Jeffrey Pfeffer, doesn’t think so.