And now we own a Certificate of Participation from the Stanford Graduate School of Business confirming we have attended the Executive Education of Non Profit Leaders. Plus a glossy photograph of the Class of 2011. They are a pretty good looking group and over the past two days I have tried to make contact with all those who participated and not connected with, driven by a little separation anxiety. The laughter from The Rosenberg Lounge isn't quite as loud tonight.
Practising Evidence-Based Management
So this morning dealt with change management styles within organisations. It was a little like our Systems Management lesson, except this called upon us, as leaders, to make considered, well-thought out strategies with clear measurables that we tested before implementing. When you are at the front line so many decisions are made on the fly. Our case studies couldn't have been more different, an organisation that handled kidney dialysis operations and a gambling casino - although it was only ever referred to as an entertainment venue. What they did to generate income, was not in question. What we looked at was the way two very distinct kinds of leadership changed the companies around. One candidate dressed up as a Musketeer, replicated a village environment , met in The Town Hall and mustered his staff with cries of "All for one and one for all!" (Needless to say, not my style. In fact, I have an abhorrence to dressing up, I'm sure it's a kind of stage fright.)
The second style was to do whatever it took. "No one takes a nap before changing the world", says our fearless leader. Really? Why not? But it was not even the external style that was under scrutiny, it was those processes or steps that the two men took to turn around their individual companies. In this area, I found similarities even with what we have been doing at Downstage.
The value of this session was the importance and currency of tracking and measuring results. Jeffrey Pfeffer, an author of numerous books on organisational behaviour, provided a persuasive argument for getting serious evidence-based management. His motto: we said, we did. Lots of great pointers for measuring performance and garnering and utilising hard facts as opposed to half truths or pure nonsense. "Healthy organisations create healthy communities", Pfeffer concluded.
Power and Influence
Taking the film "Twelve Angry Men" we looked at power plays within groups, meeting conduct, acts of persuasion and body language pertaining to high and low status. This was a long session that included a working lunch and some fun role plays. We are cramming in as much as we can before we leave.
12 Angry Men (1957) directed by Sidney Lumet and starring Henry Ford and J Cobb (anyone remember these actors?), is an engrossing examination of a diverse group of twelve jurors (all male, mostly middle-aged, white, and generally of middle-class status) who are brought together to reach a verdict on a seemingly open-and-shut murder trial case. The goal is to come to a consensus within an hour. Our job was to observe how people persuaded others to vote a particular way and to identify tactics used by the men to achieve these ends. The exercise was not suggesting we use these tactics, simply to be aware that this is often at play in meetings. This was followed by some exercises that looked at body language and it's impact or the impression generated in the work environment. It was all good fun, very insightful and a great way to end the day.
Introduction to the Centre for Social Innovation
We were then introduced to all the services and resources we now had access to as graduates of the programme. Such as internships, webinars, newsletters and no doubt entreaties to donate. I nearly wet myself when I heard Stanford had an Endowment Fund for $14 billion. This, of course, heavily subsidises the non-profit course, something for which I am eternally grateful.
After class and before dinner, I dropped off my FedX box full of notes, papers and the obligatory Stanford T-shirts for shipping to Wellington, then started the process of packing. The car to the airport is booked, the alarm clock set for 6.30am.
Graduation Ceremony
The graduation dinner was held at the Stanford Stadium which looks exactly like everything you have ever seen on TV or in the movies. Pristine with the symbolic columns outlining the arena, all that was missing was the players, cheerleaders and roaring crowds. We were in the corporate dinning area. Beautiful views at sunset across the campus over to the outlying hills. Dinner consists of : Burrata Cheese with Upland Cress and Olive-Tomato relish, Seared Veal with Peppercorn Sauce and Duchesse Basil Potatoes, followed by Pear Clafoutis with Berries. Another standing ovation for the Chef and Service People.
After dinner we were presented with our certificates. One by one we went up and shook hands with Faculty staff member Professor Jeffrey Pfeffer, while showered with accolades and acknowledgements from our classmates! Lots of group photos. We gave Professor Jim Phills a signed ceramic bowl, flowers to the two amazing admin assistants, Brett and Alicia, who took care of all our logistic needs, and a large gratuity for the wait staff. More photos, a slow walk back to Schwab. Final farewells. Goodnight.
Tomorrow I fly to Seattle.
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