Stanford GSB

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Channel • 4 Shows

Management

Management

Updated Fortnightly
Management

Management

Updated 20 Mar
Business

Business

Updated Fortnightly
Entrepreneurship

Entrepreneurship

Updated Twice Monthly

2 DAYS AGO

The Paradox of Masculinity

“Masculinity is my new frontier,” says Ashley Martin, an associate professor of organizational behavior at Stanford Graduate School of Business. Martin, whose work examines why gender plays such a central role in how we perceive and make sense of others, has been looking at how traits associated with masculinity are simultaneously organizationally rewarded even as they’re personally harmful to men. “We spend a lot of time talking about gender inequality through the lens of women’s disadvantage,” she says. “I think that many of the problems that we’re seeing today… are actually bound up in masculinity.” What impact do you think masculinity and femininity have on our work and our world? Tell us more at ifthenpod@stanford.edu. Related Content: Ashley Martin faculty profile Is that Self-Driving Car a Boy or a Girl? Why Taking Gender Out of the Equation Is So Difficult Chapters: 00:00 How movies shape our ideas about masculinity 04:02 Introduction 05:15 How Ashley Martin got into studying gender 05:58 When gender is removed from hiring 07:10 The “pet rock” study 10:35 The universal use of gender 13:02 Gendering objects 15:12 How masculinity affects men 18:13 The current implications of Martin’s research 20:41 What healthier models of masculinity might look like 23:47 Ashley’s next frontier: masculinity, material culture, and social problems 25:07 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

2 days ago

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27 min
20 MAR

Joe Tsai Says Start Local, Then Go Global

Alibaba, known as the “Amazon of China,” is one of the world’s most valuable companies. In a wide-ranging conversation on View From The Top: The Podcast, co-founder and chairman Joe Tsai recalls how it became the company it is today — and looks ahead to the company it may become. Having access to AI, Tsai says, is like “having access to water and air.” He rejects the suggestion that the United States and China must compete to develop this resource. “AI is a race among companies, but AI shouldn’t be a race between countries,” he says. Asked for his advice on building a global company, Tsai suggests focusing on winning locally first. “You have to win the market where you started,” he says. “And then you can think about going overseas, going global, because with winning local battles, you’re training your team, you’re developing talent that enables you to be a global player. So you’ve got to start somewhere.” This conversation was recorded on January 29, 2026. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

20 Mar

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1hr 2min
25 MAR

What We Actually Learn From Experience

Steven Callander has spent years building a mathematical framework to answer the question of how people learn from experience. “Here in Silicon Valley, the expression that you learn from failure is very widespread and very intuitive. But the question is… what do you learn? How do you optimally learn from that experience?” In this episode, Callander, the Herbert Hoover Professor of Public and Private Management and Professor of Political Economy at Stanford Graduate School of Business, explains the hidden, deceptively simple logic of correlated learning — and it may change how you think about finding the right job, the right market, or the right strategy. “It fascinates me and I can't stop thinking about it,” he says. Has theory made an impact on your life? Tell us more at ifthenpod@stanford.edu. Related Content: Steven Callander faculty profileHow to Turn Old Ideas Into Creative Solutions to Modern ProblemsWhat We’re Still Learning from Silicon Valley’s Bank Collapse Chapters: 00:00 Ann Miura-Ko on learning and the search for patterns in Venture capital 02:51 Introduction 05:23 What is correlated learning? 06:40 Where does this research apply in the real world? 09:28 Brownian Motion 12:45 Steven Callander’s Framework 15:25 Examples of correlated learning when seeking expert advice 20:53 Applying correlated learning 23:57 Why correlated learning research? 24:51 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

25 Mar

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26 min
16/07/2025

Ken Griffin Still Checks His P&L

Ken Griffin heads the most profitable hedge fund in history. But Citadel’s founder and CEO is focused on the future — not the scoreboard. “I like to think I haven’t accomplished yet what I will be remembered for,” Griffin tells Michael Liu, MBA ’25. “That this is not a view from the top, but a journey to a destination yet to be determined.” From entrepreneurship — “If you want to be an entrepreneur, you have to first learn how to sell” — to the importance of lifelong learning — “If you’re going to go to work at a firm and you’re the smartest person in the room, you have so screwed up your Stanford MBA” — Griffin reflects on what he’s learned since the early days of Citadel and why he's still laser-focused on learning today. “I think legendary investors really know when they have an advantage — and they press it. They’re confident in their conviction, and when they're wrong, they move on.” This conversation was recorded on April 25, 2025. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

16/07/2025

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48 min
12/04/2022

The Psychology of Power & Influence

Welcome to Grit & Growth’s masterclass on power, featuring Dr. Deborah Gruenfeld, Stanford Graduate School of Business professor of organizational behavior. From the body language of power to the authority vs. authenticity debate, Gruenfeld provides insights on how and when to use your power to gain the trust and respect of others. Professor Gruenfeld is a psychologist by training and she’s been researching and teaching about the psychology of power and powerlessness for decades. So, she has a deep understanding of why this invisible force can have such a profound social and business impact. There are plenty of myths and misconceptions about power, starting with the fact that most people believe that only other people have power and that power corrupts. Gruenfeld says the research disproves this idea, explaining, “It’s having power while feeling powerless that leads people to behave badly.” So, how do people in positions of power use it as a force for good? If you want to have a positive impact on others and on your organization, Gruenfeld suggests there’s no advantage career-wise to being a jerk. Instead, she recommends “behaving in a way that leads others to trust you more.” Top Five Masterclass Takeaways Your body language can communicate power … or powerlessness. Gruenfeld advises entrepreneurs to imagine putting on a headdress or crown before you walk in a room full of strangers. The stillness and physical expansiveness you convey will provide nonverbal cues that you’re comfortable and in charge.Sometimes it’s better to lead with deference than dominance. While dominance tends to look more authoritative, deferential behaviors are more approachable, show respect for others, and help build relationships.Effective leaders need to balance authority and approachability. You need to be equally capable of behaving in a way that commands respect and shows respect to others because people will need different things from you in different situations. Leaders need to practice types of power that may not come naturally. More than likely, you’ll be more comfortable with either an authoritative or approachable style. Use this as an opportunity for growth so you can be the leader whom others need you to be.Often the best way to use your power is to empower others. While not intuitive for most leaders, showing vulnerability and asking for help can be highly motivating for teams. Listen to Dr. Gruenfeld’s insights, advice, and strategies for how entrepreneurs can use power more effectively as you manage growing teams, pitch investors, and negotiate deals. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

12/04/2022

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33 min
11 MAR

How Dating and Sports Explain the Job Market

Seemingly unrelated activities — like taking a soccer penalty kick or crafting an online dating profile — involve an embedded economics. “Understanding and applying economic logic can be valuable in pretty much any job or any other endeavor in your life,” says Paul Oyer, a professor of economics at Stanford Graduate School of Business. On this episode, Oyer digs into the shared economic logic of online dating and the labor market, explains why pro athletes and sports fans think like economists, and explores how AI has reduced the beneficial friction that was once a part of job searches. Got a question about the economics of dating, sports, or the job market? Ask us at ifthenpod@stanford.edu. Related Content: Paul Oyer faculty profileUtility Player: Paul Oyer Explains How Economics Can Make Sports More Fun Chapters: 00:00 Strategic decision-making in air traffic control 03:06 Introduction 03:27 Why sports are a useful lens for understanding economics 09:53 Why economics matters far beyond money 10:54 Economics & online 14:36 Applications of game theory 16:54 How AI is reshaping hiring and the labor market 22:25 The labor market challenge economists still have not solved 24:18 Conclusion If/Then, from Stanford GSB, features conversations with faculty that explore how their research deepens our understanding of business and leadership. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

11 Mar

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25 min
19/11/2025

Orlando Bravo on Doing the Work, One Deal at a Time

At 30, Orlando Bravo, JD/MBA '97, thought his private equity career might be over. “I did three deals and when the dot-com bubble burst two out of the three went to zero,” he tells Gintare Zukauskaite, MBA ’26. “It was an absolute disaster.” Mentor and firm principal Carl Thoma, MBA ’73, gave him one more chance. Bravo pitched software buyouts, and five years later — “one deal at a time” — he’d become a named partner at the firm, Thoma Bravo, which today manages about $180 billion. “Find the [risks] that are meant for you to take,” Bravo advises. “Do the work, focus on your business, focus on you, and do your thing. That will pay huge, huge dividends, and will make everything very, very clear.” This conversation was recorded on October 21, 2025. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

19/11/2025

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56 min
19/03/2025

Think You Know Yourself? Think Again.

Brian Lowery, the Walter Kenneth Kilpatrick Professor of Organizational Behavior at Stanford Graduate School of Business and the author of Selfless: The Social Creation of You, argues that identity is about much more than external characteristics, family history, or the collection of experiences that compose the chronology of our lives. In fact, Lowery argues, our identities are constantly being formed, shifted, and even co-created — by the people around us. In this episode, Lowery breaks down how leaders, colleagues, and even casual acquaintances influence the people we are continually becoming — and why recognizing this can change our lives and how we experience the people we know. Understanding this social conception of the self helps us effectively navigate challenges at home and in the workplace, strengthen key relationships, and even bridge political divides. “All these constraints that you feel, maybe those are imaginary,” Lowery says. “The world opens to you, I think, if you believe this, but that is also what's terrifying about it. What's exciting is what's terrifying.” Has someone in your life changed how you see yourself? Tell us more at ifthenpod@stanford.edu. This conversation was recorded on November 13, 2024. Related Content: Brian Lowery faculty profileA Provocative Theory of Identity Finds There is No “You” in SelfLet’s Make a Deal: Negotiation Tips from the ExpertsQuick Thinks: How Others Define UsJanet Varney Chapters: (00:00:00) - Improv is a Team Sport(00:04:20) - Rethinking the Self(00:05:16) - Leadership and Influence(00:07:30) - The Leadership Experiment(00:11:55) - Trust in the Workplace(00:14:24) - Polarization and Social Identity(00:18:33) - The Influence of Proximity(00:20:55) - Changing Identities(00:24:38) - ConclusionSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

19/03/2025

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26 min
27/08/2019

Phil Knight, MBA ’62: Never Give Up

Selling sneakers from the back of his car, Phil Knight co-founded Nike with his college track coach in 1964. During a visit to Stanford Graduate School of Business, Knight talked about the origins of his highly competitive, never-give-up attitude — and how that attitude has played out at Nike over the years. Stanford GSB’s View From The Top is the dean’s premier speaker series. It launched in 1978 and is supported in part by the F. Kirk Brennan Speaker Series Fund. During student-led interviews and before a live audience, leaders from around the world share insights on effective leadership, their personal core values, and lessons learned throughout their career. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

27/08/2019

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49 min
22/12/2025

GSB at 100: "The Moment"

This week on If/Then we’re sharing an episode of GSB at 100, a limited audio series created especially for Stanford Graduate School of Business’s Centennial. GSB at 100 presents a scrapbook of memories, ideas, and breakthroughs as Stanford GSB celebrates its first century and looks around the corner to what the next 100 years may hold. On this episode of GSB at 100, you’ll experience Centennial Day, hear Dean Sarah A. Soule honor the past, celebrate the present, and look to what the future may hold. GSB at 100 depicts a school defined not only by its innovation and impact, but by its people: curious students, devoted faculty, and accomplished staff — a community of thinkers, dreamers, and doers. Learn more about the Stanford GSB Centennial See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

22/12/2025

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29 min

Our mission is to create ideas that deepen and advance our understanding of management and with those ideas to develop innovative, principled, and insightful leaders who change the world.

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Stanford GSB

Top Shows

The Paradox of Masculinity

Joe Tsai Says Start Local, Then Go Global

What We Actually Learn From Experience

Ken Griffin Still Checks His P&L

The Psychology of Power & Influence

How Dating and Sports Explain the Job Market

Orlando Bravo on Doing the Work, One Deal at a Time

Think You Know Yourself? Think Again.

Phil Knight, MBA ’62: Never Give Up

GSB at 100: "The Moment"

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