The WICT Senior Executive Summit (SES)
March 10-14, 2013 | Palo Alto, CA

Program Objective

WICT and the Stanford Graduate School of Business are proud to partner to launch a new learning opportunity like no other, the WICT Senior Executive Summit. WICT’s Senior Executive Summit is designed for the senior most women in cable who are at peak levels of performance, and choose to continue to enhance their skills. The program enables participants to gather with their peers and focus on issues relevant to strategic leadership and top-level development. It will combine the excellence of Stanford’s top-rated business school with the power of WICT’s leadership development programs. This amazing new offering is open to select top-level executives committed to a master class level of learning.

The Stanford Philosophy
Stanford’s business school programs focus on three key themes: strengthening strategic leadership competencies, honing core functional capabilities, and managing the extended market and nonmarket environment.  When you continue your education with Stanford, your traditional way of thinking will be challenged, leading to a truly transformational experience.

Continuing Education Certificate
Each participant will receive a certificate of continuing education though the Stanford Graduate School of Business. The Senior Executive Summit will be offered on an annual basis. Each year the content will be completely reengineered to ensure participants can take part over a number of years or for one single year. And those who participate in five programs will receive a specialized certification from Stanford.

Curriculum
Taught by the world's leading professors in business, the WICT Senior Executive Summit will confront the critical areas of negotiation, team effectiveness, power and relationships, social networks and influence, technology advances and communications, empowering participants with the latest techniques to navigate complex management issues. In addition to Stanford faculty, participants will benefit from Stanford’s access to top Silicon Valley leaders.

Sessions include:

A Gendered Overview with Professor Deborah Gruenfeld 
We will separate fact from fiction: what are our assumptions about differences between men and women in leadership roles, and which of these are supported by social science research? What are the implications of the myths, and the realities, for how we behave and what we need to work on?

The Psychology of Power with a Purpose with Professor Deborah Gruenfeld
We will consider an approach to power and influence that involves getting out of your head and into your body. Many people assume that the best way to have impact is to focus on demonstrating intelligence and perfecting the quality of their arguments. Yet research shows that argument quality has little effect on who is most influential in organizations. Instead, people tend to defer to others based largely on non-verbal dynamics and body language. Professor Gruenfeld draws on 20 years of research into the psychology of power, plus insights from acting and the theater, to illuminate the specific physical actions and dynamics that are associated with having power and influence.

Getting (More of) What You Want from the Board Room to the Home Room with Professor Maggie Neale

  • Mitigating the Costs and Reaping the Benefits of Negotiating in a Gendered World
  • The New Recruit Simulation
  • Calibrating Your Outcomes and Identifying Strategies to Raise the Bar for Future Negotiations

These three sessions will explore the reasons why women are less likely to initiate negotiations than their male counterparts and focus on the basic components of preparation for negotiation, as well as identifying the ways in which women can successfully frame their negotiations to mitigate these problems.

Everyone negotiates. Yet many people often think of negotiation only as a relatively rare event, involving an interaction between a buyer and a seller. Yet, in its various forms, negotiation is a much more ubiquitous and routine process used to resolve differences and allocate scarce resources with two or more parties. Even though we may negotiate almost continuously, it is clear that we (and others) leave resources “on-the-table,” agree to contracts and outcomes that are not in our best interest, and do little systematic assessment of either the quality of negotiated agreements or the appropriateness of our behavior.

The purpose of these three sessions is to provide participants with a set of negotiation tools that can enhance the quality, effectiveness, and rationality of their negotiated agreements. In keeping with the goal of getting more of what they want from their negotiations, these strategies are effective whether they are improving the outcomes for their division, for the company or for themselves in their personal negotiations. The specific skills taught are derived from empirical research and theory of negotiation as it is practiced in a variety of settings, focusing on a broad spectrum of negotiation problems faced by today’s executives.

Hearing Voices: Turning Up the Volume for Peak Performance with Professor Maggie Neale
One of an organization’s best sources of competitive advantage is its teams. While we are a social species and have been on a variety of different types of teams all our lives, our organizational teams often under-perform their potential. In these two sessions, we will examine the factors that lead individuals and team members to withhold their expertise and information from others. We will also identify the behaviors that leaders must model that will facilitate access to the unique information, skills and abilities of team members.

Neuroscience and the Connection to Exemplary Leadership with Professor Baba Shiv
The exponential growth in our understanding of the workings of the human brain has led to a rather startling and maybe embarrassing conclusion. While the human brain is unique among species in its ability to strategize, conceptualize, hypothesize, memorize, etc., it is now undeniable that most of our decisions, behaviors and experiences are shaped by basic instinctual neural systems and processes. Thus, constituting the broad goals of this session, it behooves us to first understand the instinctual brain and then leverage our understanding to unleash and manage innovation both at the individual and at the organizational level. In this session, we will delve into some simple frameworks derived from the workings of the instinctual brain that will help with the different phases of the innovation process and foster a culture of innovation in organizations.

Stand & Deliver with Professor Dan Klein
A crash course on how to reclaim the improviser’s spirit – that best part of yourself where you can be creative, where you are exposed and open to good fortune, and where you tap into that raw animal magnetism that comes from being alive and in the moment.

Strategic Crisis Management with Professor Steven Callendar
A crisis can strike an organization at any time and almost anywhere in the world. In these four sessions, we’ll dig deep into crisis and develop tools and a framework to allow you to prepare for and manage crises effectively. We’ll examine the nature of crises and develop a deeper understanding of where they come from, how they evolve, and what we can do about them. Although each crisis may, in isolation, seem unpredictable, the sheer frequency of events and the complexity of modern organizations make the outbreak of a crisis inevitable. Preparing for an unspecified threat requires a different state of mind to regular management as well as a different toolbox. These two sessions will begin to develop the tools and frameworks to better equip you and your organization for when the next crisis breaks out.

Women & Work with Professor Shelley Correll
Progress for women in the workplace has been slow going. Shelley Correll will share her research about gender inequality and social psychology. She examines how small events in the workplace accumulate and if you add up these instances over a lifetime, they influence a woman's career path.

Design Thinking to Drive Innovation with Professor Dan Klein
Design thinking is a human-centered, prototype-driven process for innovation that can be applied to product, service, and business design. This session will give participants a hands-on experience with this process and some practical discussion of its application to your business practice and personal leadership style.  Sessions include: Defining a Problem Statement: It is essential that every designer develop a problem definition to drive innovations. You will learn how to understand and use the qualitative data collected during the observation phase. Ideation: As misunderstood as it is ubiquitous, brainstorming is one of the most highly structured parts of the design process. Participants will improve their skills as brainstormers and learn how to facilitate productive brainstorming sessions. Prototyping: Participants will learn what can be prototyped, why you might want to, and techniques for rapid prototyping of both products and experiences. Iteration: After soliciting and processing feedback from users, teams now have the chance to iterate their point of view, concept direction and prototypes.

Networks and Reciprocity with Professor Deborah Gruenfeld
You will gain a deeper understanding of social networks and techniques to influence individuals and groups. Building strong alliances is critical for today's leader, particularly when the formation and implementation of new strategies depends on allies who may not be subordinates and who may even seem like natural adversaries. Ultimately, alliances are based on trust and reciprocity.


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