Stanford GSB Study Offers New Insights To Improve Race Relations
Stanford’s Graduate School of Business recently published an article on a new study co-authored by organizational behavior professor Nir Halevy that reveals new, more nuanced strategies to address both intentional and unintentional discrimination.
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Stanford Lecturer Advises LGBTQ Leaders How to Lead Out Loud
Stanford’s Graduate School of Business recently published an article on a webinar from J.D. Schramm, a lecturer in organizational behavior, about the professional impact of LGBTQ leaders staying in the closet. As part of the webinar, Schramm—a Stanford GSB alumnus, MBA ’78—shared “communication strategies” to “lead out loud.”
“Every LGBTQ person has one thing in common with every other LGBTQ person, and that is the journey that we’ve all gone on in order to be ready to communicate who we are,” Schramm writes. “You can lead from any box but you can lead stronger if you lead out loud, which means leading from the top right quadrant.”
Schramm articulated that LGBTQ leaders can “control their stories” in a multitude of ways—“private at work but out among friends” is one common method. Others use their high-profile professional positions to develop LGBTQ-friendly media and content, such as Stanford alum, former Google employee and one of Forbes’ 2016 30 Under 30 All-Stars Raymond Braun, who helped develop Youtube’s LGBTQ strategy.
Schramm advises people to understand how their employer “works with its LGBTQ employees” before deciding to come out. He also made the following helpful checklist of suggestions:
- Consider where you live, where you work, and your industry.
- Privately share with a smaller group of key colleagues to gauge reactions.
- Look for your best allies in the straight world.
- Consider more indirect ways to come out, such as demonstrating an affinity with LGBT groups on your LinkedIn profile or resume.
- Bring your significant other to a work event where spouses/partners are invited.
- Add a line about your spouse and family to your company bio.
- If single, find simple ways to share stories about your life. For example, “When I was a leader in the undergrad gay pride group…”
- Seek out gay leaders in senior management who have a transparent presence.
MIT Sloan MBA Student Explores Links Between Employee-First Culture and Profits
MIT Sloan School of Management recently published an article on a notion that’s gaining traction at many corporations: the “employee-first culture.” Fortune 500 corporations are struggling to determine “how to create an environment where people can thrive at work,” which has been proven to impact the bottom line.
Stanford Adjunct Teaches Better Communication Through Improv
Stanford’s Graduate School of Business recently published an interview with People Rocket founder Richard Cox, whose cutting-edge management design firm employs techniques from improvisational theater to advise corporate leaders. Executives from Google and JPMorgan Chase depend on Cox so they can “get other people to take actions.” Continue reading…
Graziadio Professor Bernice Ledbetter on the Behavior of Entrepreneurs
Dr. Bernice Ledbetter, Chair of the Master of Science in Leadership and Management degree program at Pepperdine University’s Graziadio School of Management, contributed to a recent story in the Los Angeles Business Journal.
The story, entitled “Meal Replacement CEO Served up Futile Fight”, discusses the recent indictment of Robert Rhinehart, head of meal replacement company Soylent. Soylent, which has received varying degrees of both positive and negative press for being an ‘engineered’ food product, is now in the spotlight for a different reason.
Stanford Breaks Down How to Be Popular in 2 Easy Steps
Stanford Graduate School of Business recently published an article by Eilene Zimmerman on a new paper about how successful employees tend to toe the line between fitting in and standing out in the work place. In “Fitting In or Standing Out? The Tradeoffs of Structural and Cultural Embeddedness” GSB professor Amir Goldberg, linguistics professor Christopher Potts, and UC Berkeley coauthor Sameer Srivastava explore “that tension and find ways to resolve it.”
