421: What Makes a Good Leader in 2021 (with David Bradford)

421: What Makes a Good Leader in 2021 (with David Bradford)

Welcome to an episode with the Eugene O'Kelly II Senior Lecturer Emeritus in Leadership at Stanford Graduate School of Business, David Bradford. Get David's new book here: https://amzn.to/3lAmUhi

David Bradford is one of the two researchers behind Stanford's most popular class: Interpersonal Dynamics, where students and leaders learn how to greatly improve personal and professional relationships. He has produced six books, numerous articles, three training programs, and a massive open online course on leadership, team performance, and the influence process. He has worked with and helped some of the biggest companies in the world including Hewlett-Packard, Cisco Systems, IBM, Levi Strauss, Raychem, etc.

He is currently a member of the Editorial Boards of the Academy of Management Learning & Education, the Journal of Applied Behavioral Science, and the Journal of Management Education.

In this episode, David talked about how leaders can shift their way of thinking and have a better approach to managing their organizations.

For those leaders who want to learn how to solve their companies' biggest problems, this is for you.

CONNECT: Building Exceptional Relationships with Family, Friends, and Colleagues. David Bradford & Carole Robin: https://amzn.to/3lAmUhi

Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

Episoder(830)

103: Kim Kardashian on Analytics

103: Kim Kardashian on Analytics

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13 Nov 20126min

102: Religion, Politics, Culture etc.

102: Religion, Politics, Culture etc.

When interviewing with a partner or associate from a different culture, it is very easy to say something which can offend a person. Our very own clients have said seemly innocent things only to have i...

7 Nov 201215min

101: Example of Poor Case Dialogue

101: Example of Poor Case Dialogue

Interviewers can only respond to what you say, and poor communication, like in this example, not only wastes time, but is a poor reflection on your candidacy. This is a crucial point to remember. No m...

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100: Reading Data Exhibits in 4 Simple Steps

100: Reading Data Exhibits in 4 Simple Steps

The right way to read a graph in a case interview and a set of graphics, is not to look for each insight, but to extract the overall message. Most candidates take enormous pride in reading every insig...

26 Okt 201210min

99: Three to Five Step Brainstorming Approach

99: Three to Five Step Brainstorming Approach

Brainstorming is the core of a McKinsey case interview. It is tough to pass a case without brainstorming skills. The problem is that it is hard to find a definition and technique to brainstorm effecti...

20 Okt 20129min

98: 3 Phrases to Annoy An Interviewer

98: 3 Phrases to Annoy An Interviewer

There are three phrases which create trouble in an interview: "I think that…" and "In my opinion…" and "But, if I look at my friends…" Not only are they defensive, and arrogant, they are also clear in...

14 Okt 201210min

97: Using Podcast Feedback

97: Using Podcast Feedback

We produce a significant amount of podcasts with information on case interviews, PEI, FIT, brainstorming techniques etc. This information can be overwhelming and hard to prioritize for the typical lis...

8 Okt 20127min

96: Estimation Cases Should Ideally Be Imprecise

96: Estimation Cases Should Ideally Be Imprecise

Many candidates are obsessed with generating correct answers in estimations they must make within cases or standalone estimation cases. This is a poor strategy. By obsessing about the final answer in ...

2 Okt 20127min

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