Pfeffer on Power

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Alex Rodriguez, CEO and Chairman of investment firm Arod Corp, and is known as one of the greatest baseball players of all time, and Matt Abrahams, of the Think Fast Talk Smart podcast to co-host this interview. Alex discusses his transition to business and teaching at Stanford. Rodriguez, who co-teaches a class on Strategic Pivoting with Professor Allison Kluger, shares insights into their teaching framework and what he’s learned through teaching. Alex also emphasizes the importance of self-awareness, resilience, and preparation in both his athletic and business endeavors. Alex also touches on handling setbacks, maintaining authenticity, and the value of humility and gratitude in personal development. Alex also shares what he’s learned about effective communication and team-building, and how it can help shape young leaders and athletes. Pfeffer on Power is produced by University FM. Episode Quotes: Finding resilience in the face of setbacks 23:07: [Jeffrey Pfeffer] So, what advice, in coming back from setbacks—which is, I think, amazing—how did you find the inner resilience to do this? 23:29: [Alex Rodriguez] This is tough. I mean, everybody handles setbacks their own separate way. I don't care who you are. I mean, I don't care how perfect you are. Name the best CEO—he or she—they've had setbacks, I guarantee it. So, again, I think this is where baseball has really helped me because baseball is the epitome of setbacks. So, I think having the resilience, the confidence, the perseverance from inside to keep trying. I mean, I remember in my darkest hour, I would send 10 emails out—one or two responded—and it was heartbreaking. And part of it was 'cause I was a pariah, and people don't wanna be around me. And Allison works really, really hard with the administration, like, you know, vouching for me. And it's something that I'll never forget. I mean, here I am, in my darkest hour, trying to fight back. And Allison, out of all people—they're probably saying, "There are 750 major league baseball players. This is the one? You got the guy that got suspended for all these years?" And she's like, "Yeah, he's actually a nice guy," and this and that. It's like, "Ah, I'm not sure if I'm buying it." But, I mean, here we are seven years later, and I couldn't be more proud of the partnership. How Alex shapes his communication style with his skills 29:38: I think my style of communication is a blend between sports and business, and a little bit of entertainment and levity. I always think about, what is the number one or two things that I'm trying to deliver, and then I'm trying to go—every good story has a good headline, has a beginning, middle, and end. And then maybe go back and repeat my headline, and if I can say more with less words, the better. What makes a great communicator 28:28: Part of being a great communicator is sticking to your circle of competence—speak with passion, but about something where you have real knowledge, where you have something to actually add. Show Links: Alex Rodriguez | LinkedInStrategic Pivoting for your Next ChapterMattAbrahams.comThink Fast, Talk Smart Podcast

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Sarah Friar, CFO of OpenAI and former CEO of Nextdoor. Sarah shares her impressive career journey from engineering in Northern Ireland, to McKinsey, Goldman Sachs, and various leadership roles, notably CEO of Nextdoor and CFO at OpenAI. Sarah offers insights into switching roles within the C-Suite, the challenges women face in tech, and the importance of networking, curiosity, and owning one's power. She discusses her transition back to a CFO role, her views on organizational culture, and practical advice for building effective teams. Pfeffer on Power is produced by University FM. Show Links: LinkedIn ProfileSocial Profile on XLadies Who Launch ProfileEpisode Quotes: The power of curiosity and connections in tech 06:19: So I went to this conference. It was two days back to back, and I came back to work, and the VP said, “Where have you been?” Like, we were a bit worried about you. And I was like, “Oh, I was at this conference.” And I walked around this conference, and it was super nerdy. Like, you know, it's the nerds of the nerds. But I was there with my Goldman Sachs business card, and I would just stop at every booth and talk about what someone's technology was and who they were. And that has paid dividends so long in my career. Number one, it got me into the one space that wasn't cracking when the bubble really burst bad. It got me a pathway over into equity research, which actually became the much longer part of my Goldman career. These people that I met at that stage, many of them were young engineers, have become very senior in the technology industry over time. And it was just such a good learning moment for me. Not just that network is important, but curiosity is important. The people who don't look like you or seem like you can actually become incredibly important, interesting, and useful in your career path. How is Sarah aligning impact with opportunity? 14:32: First and foremost, I think it's really about aligning where you can have the most impact, right? The whole, if you're going to change the world, start by giving something big a push. To me, that meant OAI or OpenAI right now at this moment in time. I think it is in the crucible of how much AI is going to change the world. And in particular, the mission statement of OpenAI around building technology that will benefit all of humanity was incredibly important to me. Like, we're not just advancing AI, we're actually shaping the future of how society will interact with intelligence itself. And so there's not many places in the world, it might be an N of 1 where I think you can go do that. So, you have to sometimes just recognize that. The role doesn't matter, the title doesn't matter, because the role itself puts you right in that moment. Sarah's perspective on aligning personal impact with broader change 03:23: I always want to put myself where I feel like I can have maximum impact, but importantly, the thing I'm impacting will have maximum impact. There's a quote that's always stuck with me: "If you want to cause change in the world, give something big a push." And so I often try to put myself in that place.

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by James da Costa, co-founder of Fingo Africa, and also author of the book Fintech Wars: Tech Titans, Complex Crypto and the Future of Money. James relays his journey growing up in Sheffield, England, and studying economics. From working at McKinsey, to founding a digital banking startup in Kenya and finally joining Andreessen Horowitz as a partner. James emphasizes the importance of boldness, continual learning, reaching out to influential figures, and the significance of generosity in networking. His story is an inspiring testament to young professionals and entrepreneurs. Pfeffer on Power is produced by University FM. Episode Quotes: Lessons from FinTech wars 10:31: [Jeffrey Pfeffer] So what did you learn from your research on FinTech wars? And then I'm going to ask you, what did you learn from starting the bank? 10:56:[James da Costa] I think one of the most interesting things that I saw is, number one: very often, I think the very best founders are at their best in crisis. They love it when they're thrown the most difficult challenge. I came back from David [Vélez] from Nubank again. He's at his best when the central bank is about to tell him that he's going to get shut down or that he's running out of money because he's then able to galvanize himself and every single person around him to take on that challenge. Reid Huffman compares it to great startup operators being like doctors or emergency care workers. They're used to being in these high-stress environments. And so it was amazing to see how calm and how articulate many of these people were faced with. They respond with massive action, but they often break up the stimulus to the response. How James landed a partnership at a prestigious VC firm straight out of business school 05:07: For me, in my career, I've always followed my energy and interests. And so, on the one hand, that's meant that I've had a career that involves supporting corporates build startups in the UK and abroad. It then kind of jumps to building a digital bank myself in East Africa. And now I'm over here in the Bay Area. And so, at first look, you might kind of not see these things. But over time, I built a real knowledge and excitement for a particular industry, which was FinTech and financial services, and had the chance to just meet many, many entrepreneurs in that space and learn a lot about the space. And I think that, combined with actually being an entrepreneur myself and then, at Stanford, spending a lot of time convening other entrepreneurs around Stanford, inviting successful entrepreneurs to come back and talk to people, it meant that I was sort of in the right place at the right time, as they were looking for a new investing partner to join that team. Show Links: Fintech Wars: Tech Titans, Complex Crypto and the Future of MoneyLinkedIn ProfileSocial Profile on X

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Christine Hung, VP, Head of Client Solutions - Real-world Evidence. Christine shares her experiences as an Asian immigrant from Taiwan with an exemplary career in data science and analytics. Christine’s journey includes overcoming job discrimination and still coming out on top at prestigious companies like Apple, the New York Times, and Spotify, as well as her current role at Flatiron Health. Jeffrey and Christine discuss the importance of visibility, networking, asking for what you want, and overcoming self-doubt. This episode provides valuable insights not just for Asian Americans or immigrants, but for anyone facing similar challenges in the workplace. Pfeffer on Power is produced by University FM. Episode Quotes: The advice that empowered Christine to lead with confidence 08:36: So instead of waiting to see what this person was going to do, at your encouragement, Jeff, I went to my boss, or our common boss, and said, "Hey, this just happened; it was out of the blue, but here's why I think I should continue to lead this department." My boss was very receptive, and the whole shenanigan just went away. What you did for me there, Jeff, is remind me of the value that I was bringing to the table as a leader and really pushed me to defend what I have built and what I deserve. [09:23] And with that, Jeff, I am forever grateful. And every time I run into situations like this—[09:42]I always ask myself, "What would Jeff advise me to do?" And the answer is always very obvious. How overcoming fear of rejection helped Christine get to where she is today 19:50: I think from my experience, the hardest part was getting out of my head, right? 'Cause I think we're all just afraid of rejection, right? And I remember the night before I was going to ask Carolyn [CEO of Flatiron Health] for this opportunity, I was role-playing with my husband, right? And I was like, "Oh my God, what is this going to do?" And basically, he said to me, "Christine, what's the worst thing that's going to happen? The worst thing that's going to happen is that she says no, and you go back to your current job." I think this is something that really took me a long time to learn. I think even at this stage, 20 years out of college, I still need to catch myself when I do that. And that's why I think having taken your lesson, or having your book, your podcast, has been such a great reminder of what I need to do to really achieve my goals Success requires more than just performance 13:30: From my experience, performance is table stakes. You need to do so much more than just performing to be successful. You need to have the right boss. You need to be hired at the right time. You need to make sure that the right people with the right power are aware of your impact. And you need to have allies and sponsors in the organization. You also need to be in the right place at the right time in order to progress. Show Links: Christine’s LinkedIn ProfileFlatiron.com

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Omar Shaya, the founder of MultiOn, an AI company that develops autonomous agents. Omar shares his inspiring journey from growing up in Syria and studying computer science in Germany to working at top tech companies, Microsoft and Meta. He delves into the philosophy and goals behind his startup, which aims to democratize access to personal AI assistants. Additionally, Omar discusses the importance of building a brand, forming strategic relationships, and acting with confidence. Practicing these rules of power helped Omar have successful pitches, secure investments, and build his company to where it is today. He reflects on valuable lessons learned from Professor Pfeffer’s class, such as networking relentlessly, bringing energy to every room, and questioning conventional wisdom. Omar shares how some pivotal choices in preparing for a meeting, such as searching for commonalities and having a working product to demonstrate, open doors to conversations with pivotal people. This episode is full of power-based tips that can be incorporated into the branding and networking habits of any listener. Pfeffer on Power is produced by University FM. Episode Quotes: Democratization through AI 03:48: One of the things that I noticed are still exclusive is having access to a personal assistant or to an executive assistant, someone, or something that you can delegate tasks to, tasks that you do not want to do but you have to do so that you can stay focused on the things that you actually want to do. And so when I looked at that, I noticed that this is very limited to people who can afford it, or wealthy, or executive. But the rest of the population did not have access to this. And I thought AI could be the democratizing factor here, where you could give every single person on Earth an assistant that can help them be more productive that can let them delegate tasks that they do not want to do but yet have to do so that they can stay focused on the things they care about most. So that was the motivation to start this company. On acting with power and confidence 16:42: [Jeffrey] One of the things that struck me is that you showed up with confidence and with power. You act and speak with power. Can you talk a little bit about that? Cause I suspect, I mean, you're not talking in your native language, which was, I mean, you're from Syria, and then you lived in Germany, but you show up with an enormous amount of confidence and assurance. 17:00: [Omar Shaya] This is also something I learned from your class, doubling down on this whole concept of acting with power. And the way I see it, it's not about me acting with power for the sake of myself only; it is a service to the audience. If I speak with confidence, if they can hear me well, if they can follow the ideas I'm talking about, if they can understand what I'm saying, I see that as my responsibility towards the audience, and not only about me asserting a certain power or something like that. And so that was also the framing of what it means to show up with power or acting with power to me. Building strong connections through networking 16:01: Networking, to me, is about building relationships, and that's how you start getting energy from networking, versus seeing it just as a transactional act, but being curious about the other person, learning about them, seeing how you can help each other, and trying to build energy. Some sort of relationship, whether a friendship, a business relationship, or just a human connection, I think that's how you turn networking from something you don't like into something you might enjoy and get energy from. Show L inks: OmarShaya.com MultiOn.aiOmar Shaya’s LinkedIn

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Gina Bianchini, CEO & Co-Founder Mighty Networks. Gina brings her expertise on how effective communication can elevate your leadership. Drawing fascinating parallels between political figures and startup founders, Gina and Jeffrey explore the importance of inspiring confidence and maintaining energy, even in the face of setbacks. Gina reveals the significant advantages of building a dedicated community space using Mighty Networks over a Facebook group. She candidly shares the challenges and triumphs she faced while building her company, emphasizing the value of resilience and persistence in the tech world. Gina also puts Jeffrey in the hot seat with a question of her own about the power dynamics at play on the biggest political stage possible and Jeffrey shares his thoughts on the power principles at play in the presidential race. Pfeffer on Power is produced by University FM. Episode Quotes: On the vision of Mighty Networks 08:09: How do we create the conditions through software, which actually scales to everybody on the planet with a phone, with a computer, with access to the digital network of the internet? How do we actually use software to make those connections so that anybody can join a community and instantly feel welcome, instantly meet the most interesting people, and certainly the people who are the most relevant to what they want to accomplish or the transition that they're in and navigating? That's our vision. And so what we do at Mighty Networks is we offer a software platform that anybody can show up and create a Mighty Network and choose a community, courses, events, challenges, being able to bring those different things together that ultimately create a network that gets more valuable to every member with each new person who joins and contributes. The drive behind Mighty Networks 17:13: I think what has really kept me going in the context of Mighty Networks is: I very much want to live in this world. I want to live in a world where every creator, every brand, every person who wants this incredibly powerful asset to be able to make a living, to have an impact, to help people. It's too important to be set back. And it's too important to leave it up to the people that would otherwise do it. And is there ego involved in that? Probably. That's okay. Like, that's what allows me to get up tomorrow morning and move this forward, then embrace it. On building a future of connected communities and personal growth 25:11: My main motivator is I want to live in this world where we have, brick by brick, bit by bit, created this future where people are members of amazing communities that are powered by software and AI that was not even possible six months ago. And how I define success is being surrounded every day with people who are interesting, curious, ambitious, and bring to the picnic something I can learn from. Show Links: Mighty NetworksLinkedIn ProfileWikipedia Profile

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, holds a live Question and Answer session with an audience on both Crowdcast and LinkedIn. Podcast producer Scot Maupin does hosting duties as Jeffrey answers questions about power from listeners. Jeffrey fields questions on power dynamics and leadership, giving tips on how to build sustainable power, how to empower yourself and others, and a discussion on who might be the most powerful person alive today. Other questions from the audience covered topics such as overcoming bias, executive presence, networking, and navigating power struggles within organizations. Pfeffer also discussed practical steps for rebranding, negotiating exit offers, and the importance of managing up. We highlight key insights from Jeffrey’s 'Seven Rules of Power,’ along with recommendations for further reading, watching, and real-life success stories from diverse individuals. This episode offers valuable lessons on harnessing power effectively to enhance career growth. Pfeffer on Power is produced by University FM. Episode Quotes: How to empower and be empowered? From: Kelly Zou 06:24: If you wait for organizations to empower you, you'll be waiting a long time. You need really to empower yourself. So, I think one of the things I try to teach the students is to be proactive. I actually thought that one of the contributions of my class was to teach people social science around power. I actually think the biggest contribution of my class, both online and on campus, is to get people to be proactive out of their own way and to cause them to be more ambitious and more proactive than they have been in the past. So, empower yourself. I think that's the way to do it. And to empower others, you need to understand what they bring to the table, and you need to appreciate their contributions to the work that you're trying to do. If our opponent has such a strong existing brand or power, what do you recommend we do to amass power to overcome the strong opponent quickly? From: Corinna Kasiman 40:22: Sometimes, you're in situations in which you are not going to succeed. And I think the other thing, In addition to people spending insufficient amounts of time building relationships and insufficient amounts of time making sure that people know about their good work, the other thing that people, I think, do make mistakes about is they stay too long in environments in which they have almost no hope of succeeding. And so you need to be pretty clinical about whether this is a situation in which you're going to win. And if the answer is no, you're a talented human being with lots of skills; go find a place where you're going to have more chance of success. Power is a tool 44:28: Power is a tool, and like any tool, you can use it for good or evil…You can use a knife to do surgery, or stab somebody. You need to master the skills of power. I begin the 7 Rules of Power with a quote, sometimes attributed to me: If power is to be used for good, more good people need power. Show Links: The Kingmaker (2019)All Is Fair in Love and Twitter - NYTTake Back Your Power: 10 New Rules for Women at Work - Deborah LiuNever Eat Alone, Expanded and Updated: And Other Secrets to Success, One Relationship at a Time - Keith FerrazziActing with Power with Deborah Gruenfeld - VideoEp 1 – Deborah Liu, CEO of AncestryEp 3 – Jon Levy, Founder of Influencers and author of You’re InvitedEp 5 – Jason Calacanis, Entrepreneur, Angel Investor, AuthorEp 25 – Dana Carney, Professor & Director of the Institute for Personality and Social Research at UC Berkeley’s Haas School of BusinessActing With Power and Using Your Influence with Deborah Gruenfeld

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Jed Simon, an experienced CEO with a background in the FinTech and Media industries. First, Jed talks about Stanford’s MSx program, from which he is a recent graduate. Then, Jed takes us through his remarkable career journey, including his roles in investment banking at Morgan Stanley, corporate strategy at DreamWorks, and founding/selling a successful FinTech company. Jed shares several stories from these experiences including a humorous interaction with powerful media billionaire David Geffen and how Jed formed his relationship-building framework via gaining entry to LA’s hottest nightclub. Listen in and enjoy hearing about Jed’s experiences and applications of Jeffrey’s Paths to Power course, and how he used the opportunity to its maximum benefit. Pfeffer on Power is produced by University FM. Episode Quotes: The power of first impressions 20:43: You talk a lot in class about the power of a first impression. And I want to say, it's not, like, if you flub the first impression, there's no coming back. But I think it's, like, maybe a 50x effort to get back to where you could have been, had you done it right in the first place. And my company, my startup, we were a fintech company. We hadn't raised much money, I think a million or two million bucks. And we needed to get some validation. [21:11] I saw Wells Fargo Lender Finance. as, kind of, the number one lender. And I got a meeting with Andrea Petro... [21:38] she said, you know, normally we have a $25 million minimum for a loan, we're going to make an exception, I'm going to get back to you. So, they ended up offering us a $12.5 million loan, but she said she wanted us to raise some capital, and she's, like, from one of these places, I'll make the intro. So, we ended up raising $10 million from investment plus $12 and a half million from this. It was, like, that one little thing had this cascading effect. So, the first impressions are so important and we got that right. On utilizing your network 11:40: In your class, there were different guests who talked about how they use networking, and there’s certain pieces of that which really resonated. And I talked to my power coach, and she gave me some insight as well. And look, I recognized early on coming to Stanford that one of the key components of this place is not just the academics. Academics are easy to over index on because you get graded. It's straightforward. These things are assigned. But the real magic of Stanford is the student body, the classmates in MSX and these MBAs. I mean, this is the hardest business school to get into in the world. These are the most exceptional students in the world, and they're all here. And it's a very friendly, welcoming place. So, I decided about six months ago in your class that I'm going to meet as many of these MBAs. Because I knew all my classmates, I wanted to meet as many of these MBAs as possible… [12:55] So, I think, in the last 4 or 5 months, I've done, on average, 2 to 3 a day, one-on-ones. And at this point, I've probably done one-on-ones with 80-100 MBAs. And it's really been a powerful thing. How do you build relationships 15:27: You have to give things; you can't always be asking for them. How can I be of service? What can I provide of value? That’s how you build enduring relationships. Show Links: LinkedIn Profile

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Amir Rubin, CEO and founding managing partner of Healthier Capital, a fund that advances healthcare by supporting innovative companies creating significant impact and value. Amir is a trailblazing leader who has revolutionized healthcare giants like Stanford Healthcare and One Medical. Curious about how to build influence without direct control? From fixing hospital roofs to improving parking, Amir’s approach to practical issues offers valuable lessons for anyone looking to turn around underperforming departments. Learn how he fosters a supportive environment for doctors and staff, creating a culture that thrives on continuous improvement. Discover the secrets to aligning executive skills with organizational needs, as Amir dives into the importance of understanding board expectations and leveraging lean and design thinking approaches. Amir involves patients in improvement processes and engages multidisciplinary teams to ensure sustainable success and scalability. Pfeffer on Power is produced by University FM. Episode Quotes: The importance of alignment, trust and empowerment from the board leadership 20:43: It's important to have that alignment, trust, and empowerment from the board in the leadership, you know, until we lose that right. And that's why cultivating that right, maintaining those relationships, and keeping people informed is very important. Because we are trying to do things with a certain philosophy and a certain approach. And it's also why showing progress, making traction, and having some early wins is also important because you want to keep building on that confidence. If you're like, no, no, no, it's coming in the future, you can lose some of the confidence of those stakeholders. So, showing, you know, that foot in the door: "Hey, wait, hold on; we're making some progress here." And showing the measurements, showing the tractions, and continuously improving is really important. And then bringing other people into this solution. Bringing clinicians, bringing staff, bringing technologists, bringing the board, bringing the patients. Let's all work on this. This is all of our mission. The value steam processes matter 07:20: I think a great experience, whether it's for faculty, clinicians, staff, or for patients, is thinking through all those small steps of the process. And I think when we're often finding ourselves irritated with an experience, it's often something like, I can't believe nobody's thought about this. Well, you know, that's often the case. Either folks haven't thought about it or haven't put the energy or effort to think about those things. I think ultimately a great experience, whether it's for patients, customers, or consumers, or for physicians, faculty, staff, is thinking about all those things. How do we stitch these things together? The details matter. The value stream processes matter, and I don't think you can have great experience and ignore those details, whether it's for faculty, staff, or patients. I think they're kind of one in the same. On having patient-centric approach in everything they do 19:43: We need to understand it from the patient's perspective, or if we're serving a child, the parent's perspective. And the more of those perspectives we had, the better picture we had of, ah, now I see what's going on here. If we could just stitch a few of these things together upstream, we'd make it better for the patient, the consumer, but also we wouldn't create all this downstream work for the clinician and staff that could be avoidable. That was absolutely important, and it also infused our organization with a customer experience mindset. Show Links: LinkedIn ProfileHealthierCapital.com

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Rene Caissie, CEO and co-founder of Medeloop.ai, a company dedicated to revolutionizing clinical research and trials through innovative AI technology. Rene is also an Adjunct Professor at the Stanford University School of Medicine. Rene, a former maxillofacial surgeon, shares how his personal experiences, including those of his children’s illnesses, motivated him to innovate in the field of electronic medical records and co-found the start-up Medeloop.ai, a revolutionary clinical research platform utilizing AI for accelerated drug discovery, playing a crucial role in addressing his own son's complex medical condition, underscoring the platform's real-world need and impact. Rene and Jeffrey also discuss the importance of networking and how it can catapult your career to new heights. Rene sheares the story of his transformative encounter with Amir Rubin, former CEO of One Medical and Stanford Healthcare, illustrating how meaningful connections can open doors to unimaginable opportunities. Listen to learn practical tips that can also help you network and advance your own career. Pfeffer on Power is produced by University FM. 00:00 Introduction to Pfeffer on Power 00:26 Renee Caissie: From Surgeon to Startup Founder 02:29 The Birth of Medeloop 04:56 Using AI to Diagnose Rene’s Son 08:00 Leveraging Networks for Success 11:07 Practical Advice for Networking 18:17 Building a Personal Brand 20:39 Conclusion and Final Thoughts Episode Quotes: How AI transformed Rene's life 05:49: We spent a couple thousand dollars and came to the office, and we built a bot that would take all of this data, all of his symptoms, and it actually found that Tom had what's called EPI (exocrine pancreatic insufficiency) that caused malabsorption of certain nutrients that, in certain rare cases, could cause motor tics. So he was missing this enzyme called lipase that wasn't being excreted by his pancreas. He ordered lipase on the internet, gave it to him, and three days later, Tom had no more tics. It disappeared. So we went from having a prognostic that could have, a couple of years to a lifetime to a pill that costs 50 cents a day and being fully cured using today's technology, using AI. How do you stand out and make meaningful connections? 12:08: I think it's important when you do approach somebody to not just come in with an ask. You need to provide value, and there's a whole bunch of ways you can provide value. One of the easiest ways is to make a connection. So, if you meet someone, there's a fair chance there's somebody else that they might want to meet or that you could propose, making an introduction is an easy way to provide value, but not just coming in with an ask of, Amir doing something for me, but me being able to provide something to Amir really makes a big difference because powerful people get asked for things relentlessly. So it's important to shine, to make sure that you differentiate yourself from others that might approach them, but also come in with some sort of value that you can provide to these people. The power of getting out of your way 08:32: I was never one to go ask for help before, and that's the first thing that I learned in your class: to get out of my own way and meet people in class. So the first thing that I did was actually, in your class, make sure to be the first guy up front. When class concluded, you always had a guest speaker that came in, and I always knew what I wanted to say to them. I was very well-versed in what they've done in the past, and I made sure to make an impact during those five minutes. I think I did that quite well. I was able to connect with people who have had a drastic impact on my company. Show Links: Medeloop.aiFaculty Profile at Stanford MedicineLinkedIn Profile

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Luciana Doria Wilson, co-founder of Managrow, a boutique member of AICA global corporate advisors. Luciana opens up about her experience in Jeffrey Pfeffer's "Leading with Power" course, which shifted her perspective from execution to leadership, revealing the critical role of resilience, discipline, and strategic understanding of power dynamics, especially as a woman in a male-dominated industry. Luciana's insights will leave you empowered and ready to navigate your own career path with confidence. Learn how ManaGrow's commitment to long-term relationships with entrepreneurs and investors across 40 countries has driven sustained growth and client loyalty. Tune in for practical advice on expanding your professional network, maintaining client trust, and creating lasting business success in today's global market. 00:00 Welcome 01:03 Meet Luciana Doria Wilson 02:01 Luciana's Early Career in Finance 03:05 Transition to Board Roles 07:07 Founding ManaGrow 09:52 Impact of Stanford's Power Course 12:06 Networking Strategies and Business Growth 15:27 ManaGrow's Unique Approach 17:07 Conclusion and Final Thoughts Pfeffer on Power is produced by University FM. Episode Quotes: The impact of the power course on Luciana’s business approach [12:06] Jeffrey: So, what was the difference after you took the class? What did you do differently in terms of the networking that you had done before and then after the class? [12:16] Luciana: So one thing is that I'm more selective. The other thing is the strategy behind my mind. So if I want to create impact, what is it that I need? Who do I need to speak to? I was able to get access to very interesting people during my career, but I wasn't using those relationships to do the things I thought were important or aligned with my values. So that's how it changed. It's a completely different picture from what I was doing before. I was able to help and get help, and this is something ongoing in my life. What makes Managrow different? [17:09] Jeffrey: It strikes me that a lot of what you're doing, other organizations are also doing, particularly investment banks and business brokers. What do you believe is your competitive advantage? [17:21] Luciana: Most of the boutiques do only transactions, and the relationships with their customers are based on the deals. We work as a boutique, so we do not compete with banks because they are doing the largest transactions. And with the small ones, we are different because we know better the customers, investors, and entrepreneurs. So it's the concept of the boutique; that's why it's very different from those that are only doing transactions and don't care about long-term relationship that they are building between these entrepreneurs. On getting out of your comfort zone 13:39: There is a lot about getting out of your comfort zone... It's something you choose, not something that happens. Show Links: Managrow.comLuciana’s LinkedIn ProfileStanford Alumni Women’s Impact Network

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Deepti Pahwa, advisor of corporate venture studios, government-led start-up accelerators, and also the author of the book, Trailblazer Founders. Deepti brings us lessons in power distilled to "three superpowers" of courage, creativity, and determination. Her inspiring journey showcases how you can exploit structural holes in professional networks, craft resources almost out of thin air, and pursue objectives with unwavering intentionality. Jeffrey and Deepti discuss how she doesn't just talk about the importance of personal branding and leadership; she embodies it. Deepti also stresses the importance of building and using your network, sharing how embracing your role as your own Chief Evangelist Officer can open doors and create opportunities, particularly for people historically left at the margins. Pfeffer on Power is produced by University FM. 00:00 Welcome 01:21 Deepti’s Career Journey 04:18 Leveraging Power and Networks 07:15 From India to Global Influence 10:00 Trailblazer Founders 16:41 Building Economic Opportunities for Diverse Communities 19:37 Closing Thoughts Episode Quotes: Deepti’s three principles in taking your own power 18:33: The first three principles that I personally use, which I believe are my superpowers, but I also believe are superpowers for any given person: courage. It's like taking bold actions and making bold asks because what is the worst that would happen? You would hear a no; that's about it, right? So, just take the plunge. The second thing is to build networks and support networks around you who are invested in your success. And there are lots of people, at least in today's world, who are invested in your success. Go out there and find them, and, at the same time, have that insane kind of determination for what you're after because it is the impact that you wish to create. It's not about who is stopping you. Just be like water. Like, if you see a river, it finds its way, right? So everybody's able to kind of find that way if you just have the determination. Build networks and support networks around you who are invested in your success. And there are lots of people, at least in today's world, who are invested in your success. Go out there and find them, and at the same time, have that insane kind of determination for what you're after because it is the impact that you wish to create. It's not about who is stopping you. Just be like water. Like, if you see a river, it finds its way, right? So everybody's able to kind of find that way if you just have the determination towards the impact that you wish to create. Don’t bet on the horse bet on the jockey 11:27: There's a whole coaching industry out there of products, services, and frameworks that prepare startup founders with so-called business model innovations, product-market fit, failure mindset, and culture training for teams, but no one ever teaches them the importance of leadership skills, building networks, thought leadership, investing in communities, and showing up with confidence and conviction to convey their ideas. And to me, it's more like telling a friend how to play chess on your behalf. I mean, you can make as many plans and business models as you want, but unfortunately, strategies and frameworks do not come in handy on a battlefield. And it's a very different set of skills that you need to succeed as an entrepreneur. And in doing the research that I did in writing this book, I found that venture capitalists, investors, and board members, and dozens of them that I interviewed, do not actually bet on the horse that is your idea, but they actually bet on the jockey that is the founder itself. On providing opportunities for entrepreneurial idea for people with diverse background 17:46: I have to say that a lot of the times we talk about how we can provide for fair...

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by John Rossman, author of four books on leadership and business innovation, including The Amazon Way and his new book Big Bet Leadership. He is an early Amazon executive who played a key role in launching the Amazon marketplace business in 2002. Today, he is a leading keynote speaker on leadership for innovation and transformation. He has served as the senior technology advisor at the Gates Foundation and senior innovation advisor at T-Mobile and is the founder of Rossman Partners, a strategy & leadership solutions firm. John and Jeffrey discuss how corporate titans like Amazon sculpt their industry-dominating strategies. John Rossman helped mold Amazon's colossal marketplace. John tells Jeffrey his six cardinal rules for skillfully navigating Amazon’s early days and the pivotal role of trust in accelerating one's career. John also shares insights into using memo crafting as a clarity tool and customer happiness as the central dogma. Check out this episode for some real insight on navigating corporate power. Pfeffer on Power is produced by University FM. Episode Quotes: You have to manage dependencies 10:00: So, the 14th leadership principle at Amazon is "deliver results." And the other ones tend to get the fanfare, but I'm telling you, the 14th is the one that differentiates Amazon. Like, you have to deliver results. Well, most things are not within your control; then you're really managing dependencies, and so you see this very active dependency management process. And so it's all based off of kind of "trust, but verify," like, you're always featuring the bad news. You're always having check-in meetings. You don't trust what they say. You ask more for proof points and demonstrations, and you don't assume anything. And so, sometimes, that gets into hedging and creating alternate paths. But people that are successful at Amazon are extremely good at managing dependencies upon others. Why clear expectations are the cornerstone of trust 06:42: Trust and transparency sound like such great attributes to have, but most people don't really understand what trust is. Trust is about setting expectations and hitting expectations. And if you can trust that somebody sets good expectations and then hits those expectations, you can work together through almost anything. And most people don't actually understand what that word "trust" is; they think it means something like, you know, trustworthy or something like that, but you can actually create a formula. And what most people don't do well is they don't set expectations very well. And when you don't set expectations very well, then you each have a vague understanding of what the expectation is. And that's where so many things go sideways. Without risk, there are no new innovations 08:20: Alpha risk is where we create new innovations. And so, you have to be extremely good at communicating your concept and where it's going. You also have to be very good at teaming networks and internal negotiating relative to this. So, this builds off of the trust aspect of setting expectations. Show Links: JohnRossman.comProfile on LinkedinAmazon Author PageBig Bet Leadership: Your Transformation Playbook for Winning in the Hyper-Digital EraThe Amazon Way: Amazon's 14 Leadership PrinciplesThink Like Amazon: 50 1/2 Ideas to Become a Digital LeaderThe Amazon Way on IoT: 10 Principles for Every Leader from the World's Leading Internet of Things Strategies

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Deborah Gruenfeld, professor at Stanford University’s Graduate School of Business and author of the book Acting with Power: Why We Are More Powerful Than We Believe. Deborah emphasizes the impact of physical body language and personal presence on the perception of power. The discussion further delves into the utilization of 'outside-in' and 'inside-out' techniques for asserting power and the notion of differentiating between status and power. Deborah argues that possessing power comes with responsibilities that may not appeal to all while striving for status is universal. From the width of your stance to the tempo of your speech, the nuances of body language speak volumes about your place in the social hierarchy. Deborah and Jeff examine the choreography of power—how to enter a room, how to take up space, and how to pace your movements to nonverbally assert dominance. For those who've ever felt overlooked or underestimated, this episode is a toolbox for crafting the presence you deserve. Pfeffer on Power is produced by University FM. Episode Quotes: A technique on how to show up more powerful 06:31: One set of tactics or techniques is what I call outside-in techniques, and they have to do with just changing how you carry yourself: your physical body, how you stand, how you use your arms, how you use your eyes, and how you sit. The other set of tactics that I really think is equally important, maybe even more important in some cases, is what I call inside-out tactics. The inside-out tactics have to do with having ways to reframe situations and our role in those situations that are empowering. One of the things I like to say in my classes is that there are a lot of things about power and social life that are not under our control. We can't, for example, control directly how people perceive us, but we can always control, once we know how, where our attention goes. How do you act powerful? 12:26: Being open in some ways feels very vulnerable, and it is. But when you have a lot of power, you can afford to be vulnerable. This is why the alpha gorillas sit with everything exposed because nobody's coming for them. It's the lower-down-ranking animals that have to protect their bodies. So having an open chest, in particular, conveys a lot of authority and power. That's an especially important technique for people who are smaller in stature. People always ask me if I can't carry myself like a tall person and I can't dominate someone physically with my height, what options do I have? I often tell them that the most important thing is that you carry yourself with an open chest because what you're communicating when your arms are capable of moving away from your body is that you are ready to fight for whatever you want, regardless of how big you are. On being comfortable with power 23:25: There are people who just feel that it's not who they are to carry themselves in a way that takes ownership of superiority, authority, control, or having interests, experiences, and expertise that are privileged above other people. They're just people who feel like they can't do that. And I think it's one of the big challenges that a lot of executives face. In this way, I think we're really aligned, which is that most people realize they need to be comfortable with power in order to be successful. But they have to get past this fear of being held accountable, fear of losing status, fear of making enemies, and also fear of failing to show up as an authentic, powerful person when how you really feel is a little bit smaller. Show Links: Faculty Profile at Stanford School of BusinessProfile on LinkedInActing with Power: Why We Are More Powerful Than We BelieveWikipedia Page

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Steve Westly, a venture capitalist and entrepreneur - he was employee number 22 at Ebay, lecturer in Management at Stanford University, and politician. He is also the former State Controller of California and can call some of the most powerful people in the world his friend. In this episode, Steve unpacks the stark contrasts and surprising similarities of power's role in both the private and public spheres and discusses why today's brightest stars are shying away from public service—a trend he believes is crucial to reverse. What has Steve learned about power from working closely with notable figures like Arnold Schwarzenegger, Barack Obama, and Meg Whitman, and the personal sacrifices they made on their paths to success? From the indispensable value of determination and the wisdom that you only get from defeat to the essence of intelligent communication and ambition, Steve and Jeffrey go over the essential qualities that forge a successful leader—be it in the worlds of tech or politics. Pfeffer on Power is produced by University FM. Episode Quotes: Are the public and private sector leadership qualities more similar than we think? 22:45: Private sector and public sector require you to be not just a good communicator, but a great communicator. And I think the best leaders in the public and the private sectors are people who are not only great communicators. They have the rarest of all personal traits, and that's the ability to inspire people. Tenacity in both sectors. It is tough. You've got board issues. You've got employee issues, legal issues, labor issues, and politics. You got all the issues. You have to be incredibly tenacious. What makes a successful politician? 12:19: It's not just persistence and determination; it is insane determination. It is the willingness to sit in a small room hour after hour, calling people, begging for money, and to go out the next day and have people beat the living shit out of you. In the public and with your family, my opponent for the gubernatorial race not only ran hit ads on me but managed to get my wife and two and three-year-old children into the hit pieces. It's not easy. Winston Churchill once said, in war, you can only die once. But in political life, you can die many times over again, and it's true. It's hard. It's tough. What Steve learned from Meg Whitman of Ebay? 18:07: I think there are three things. I mean, one of them—it's where I was starting—Pierre and Jeff really handed the keys to a rocket ship to her. It was the first thing with a community growing like crazy that was, you know, there's always a little bit of good luck in the long term success. Second, look, Meg's just very smart. She's a Princeton grad. She was an athlete. She has a degree from Harvard, a background at Disney. She was smart. She was experienced. And third, I would say she's just a great communicator. And I think she worked hard at listening. She had a lot of superb traits. 12:19: Leadership has a lot of facets for students out there. I'd urge you to look broadly, and it goes beyond the standard pedigree. Relevant Links: Profile on WestlyGroup.comFaculty Profile at Stanford UniversitySteve Westly LinkedInWikipedia Page

In this episode of the 'Pfeffer on Power' podcast, host Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, is joined by Matt Abrahams, a lecturer at Stanford University's Graduate School of Business, podcast host of Think Fast, Talk Smart, and author of both 'Speaking Up Without Freaking Out' and 'Think Faster, Talk Smarter.' The discussion centers around effective communication strategies to navigate through challenging situations and accelerate career growth. Topics include managing anxiety during public speaking, shifting communication mindset, being present-oriented, the importance of preparation, and leveraging structure in spontaneous speaking situations. Pfeffer on Power is produced by University FM. Episode Quotes: Communication is about connection, not perfection 17:52: Many of us worry about not doing our communication right. We want to be perfect. We want to do it right. And I'm here to tell you, after doing this for decades, there is no right way to communicate. There are better ways and worse ways, but there is no one right way. And by fixating on trying to do it right, we actually get in the way of doing it well at all. It's all a bandwidth issue. Cognitive bandwidth. We only have so much bandwidth, and if part of that bandwidth is dedicated to hyper judgment, hyper-evaluation, we have less effort to put into what we're saying. So it's about connection, not perfection. Communication is about connection, making it relevant. So after we manage anxiety, that's where we have to go. What are the keys to speaking better? 20:03: If we manage anxiety, we connect rather than worry about being perfect. Make sure that we see things as opportunities, not threats. We listen well, and we use structure. Those are the keys to being better at speaking in the moment. How do we get over the fear of public speaking? 05:09 [Jeffrey Pfeffer]: What is your advice to help people get over this fear of public speaking? 05:17[Matt Abrahams]: We have some evidence that upwards of 75-85 percent of people report it as a major issue that they have. And quite frankly, I think the rest of the people are lying. I think we could create a situation that would make them nervous too. The goal, I don't think, is to overcome it. I don't think we ever truly can overcome it. Those of us who study this believe it's innate to being human to have this anxiety, but there are certainly things we can do to manage it. When it comes to managing anxiety, you can look at it as a two-pronged approach. First, you have to deal with the symptoms that we experience—the rapid rate, the sweaty brow, the shakiness—but you also have to address the sources of anxiety—the things that initiate and exacerbate it. It's a two-pronged approach. Relevant Links: MattAbrahams.comThink Fast Talk Smart PodcastLinkedIn ProfileNoFreakingSpeaking.comFaculty Profile at StanfordSpeaking Up Without Freaking OutThink Faster, Talk Smarter

In this episode of the Pfeffer on Power podcast, host Jeffrey Pfeffer is joined by Tony Levitan, CEO of InWhack and the co-founder of Egreetings. The discussion delves into Levitan's experiences as a startup founder, specifically the challenges faced during his journey with Egreetings which ended up transforming from a 300 million-dollar business to a 30 million-dollar one. Levitan speaks about the lessons he learned and the importance of retaining the company’s culture even amidst leadership changes. Pfeffer and Levitan also shed light on 'imposter syndrome,' the need for behavioral interviewing during executive searches, and the pivotal role of effective coaching in personal and professional development. Pfeffer on Power is produced by University FM. Episode Quotes: On the importance of inquiry 18:26: One of the things that is the easiest door in for many is we all are asked to make business decisions off of data. And yet, when it comes to two things, we don't tend to bias towards data. One is people. We don't tend to have as much data on people, right? We make decisions off of gut feel and things like that. The other is being able to take an external view of ourselves and our competency, right? So I have a couple of clients who are wrestling with their identity as a competent leader, and yet they're surrounded by data that says, "You are making a difference. You are delivering impact." They just have a hard time seeing it, and they don't have people around them who are helping them see it on a daily basis. On the importance of having a coach 22:41: When I made the shift at InWhack, Inc., it took me a while to figure out where my sweet spot was going to be because I think, just like I had to figure out where I could deliver as a coach, people who look for a coach need to do some reflection on what would be helpful to them. What references should really tell you 14:17: One of the mistakes we made at Egreetings is, we actually—I feel embarrassed to share this because it's so obvious, but we had the executive search firm do the reference checking. And I mean, you want to talk about misaligned incentives, right? I mean, their incentive is to close the search. Our incentive is to have deep insight into who's coming to work in our company. So, that's one of the things I always mention. The other thing is that References aren't so much about, should I hire this person or not. References really ought to be about how do we most effectively work with this person. What does this person need to be effective in working with us? Relevant Links: Profile on LinkedInProfile on X

In this episode of 'Pfeffer on Power,' host Jeffrey Pfeffer, a Stanford University professor, converses with education expert and influential figure, Dr. Rudy Crew. Dr. Crew is the Clinical Education Professor at USC Rossier School of Education, and has had notable former roles as Chancellor of New York City Schools, superintendent of the Miami-Dade County School District, and Chief Education Officer for the State of Oregon. After having a long successful career in the education sector in these prestigious roles, Dr. Crew shares insights on navigating the sphere of power, the cost that comes with it, and the wisdom necessary to make careful choices. The talk explores aspects of power like ego, greed, the lure of linking to powerful individuals, and the personal, professional, and political consequences of the pursuit of power. Dr. Crew emphasizes the importance of staying grounded, maintaining humane leadership, and being observant of warning signs in a volatile political environment. Significantly, he stresses that ethical leadership rooted in keeping the welfare of students at the forefront has helped him navigate these challenges. Learn more about Jeffrey Pfeffer and his work on JeffreyPfeffer.com Pfeffer on Power is produced by University FM. Episode Quotes: Lead by the kind of quality work your provide 18:25: I remember having to make budget cuts, and those budget cuts were going to be pretty deep. But there's goodwill in the culture. If there are other things that you did or have done traditionally that made people feel like this was not a vendetta, unfortunately, this was a bad fiscal year in the state of California, and we had to make budget cuts. But the fact of the matter is, there was humanism brought to the table. There was a sense of honor brought to the table. There was transparency and a sense of humility brought to this that no one enjoyed watching people walk out the door and be without a job. You can create a cultural wave of positivity and yet do some things that are very, very, very unpopular and sometimes very uncomfortable. There’s no good deed that gets unpunished 17:05: My advice has always been, pay the price. Don't do the wrong thing, but just understand that by doing the right thing, you will still accrue a consequence. There's no good deed that goes unpunished. Every job comes with a quid pro quo 15:57: When you get the job, be prepared to lose the job. That would be the first of many commandments, right? Be prepared to lose it, and by losing it, I mean, it may be gradual, but the fact of the matter is every decision you make comes with a consequence, and that consequence generally is added up in political terms, and the accumulation of that is what I would say to you is quid pro quo. That is the giant quid pro quo. It's the one that you're going to ultimately pay permanently for. Relevant Links: Faculty Profile at USC RossierWikipedia ProfileLinkedIn ProfileAPB Speakers page

Welcome to the Pfeffer on Power podcast. I'm your host, Jeffrey Pfeffer, a professor at Stanford University's Graduate School of Business, where I teach a popular course on developing and using your power and organizations to get things done and advance your career. In this podcast, we interview people who have successfully implemented power principles to accelerate their career successes. We include startup founders and people from diverse backgrounds working around the globe. We talk about building helpful social relationships, creating resources, how to develop the qualities that produce power and success, what those qualities are and how to enlist others in achieving your goals. Check out our previous season of more than 20 episodes at pfefferonpower.com, and stay tuned for new episodes and interviews every other week with people who have used these ideas to do remarkable things, just like you can.

Learn more about Jeffrey Pfeffer and where you can buy or listen to his books: JeffreyPfeffer.com EPISODE 25 – Dana Carney, Professor & Director of the Institute for Personality and Social Research at UC Berkeley’s Haas School of Business SHOW NOTES: Dana Carney, a world-leading expert on body language, is a professor at the Haas School at UC Berkeley who also runs the Institute of Personality and Social Research. She shares the most up-to-date tips on the strategic use of body language and facial gestures to persuade other people about your power or an issue. In this episode, you’ll learn about: Why people respond to others based on how they look The data shows that taller and good-looking people make more money The why and how people look and come across through gestures The 43 cues that have nothing to do with power The 9 cues that have everything to do with power How to differentiate between who has power and who does not What, in addition to access to and control over resources, creates power What to be careful of if you’re taller or bigger Non-selfish, pro-social reasons for mastering your body language Myths and facts around eye contact Why Anna Wintour wears sunglasses to fashion shows The visual dominance ratio Behavioral nudge action planning Physiognomic cues that influence power Why body language, how people look, and the gestures they make are so important Nonverbal communication within the animal kingdom GUEST BIO: Dana R. Carney is a Professor and the Director of the Institute for Personality and Social Research at the University of California, Berkeley in the Haas School of Business. She is also an affiliate Professor in the Department of Psychology and the Department of Cognitive Sciences. Carney is one of the world’s leading experts on nonverbal behavior. Professor Carney’s fresh, modern approach to nonverbal behavior has made her the go-to figure in this space, serving as a consultant for corporate seminars, and academic gatherings. From Blackrock Advisors to the Los Alamos National Lab, Carney has consulted private equity, tech firms, and small businesses alike, in addition to speaking at many academic conferences and at most major Universities in the U.S. and beyond. Carney’s catchy and informative videos on nonverbal behavior have skyrocketed her account practically overnight, @danarosecarney, to 64K followers over a half a million total likes. She has been featured in Men’s Health, Time Magazine, Forbes India, Reader’s Digest, Quartz, World Bank Blogs, Business Insider, Entrepreneur, Muse and many more (NYT, WSJ, etc.). Prior to serving on the faculty at UC Berkeley, Carney was an Assistant Professor at Columbia University's Graduate School of Business. She was a postdoctoral fellow at Harvard in the Psychology Department working with esteemed colleagues such as Mahzarin Banaji (implicit bias expert and author of the bestselling book Blindspot) and Wendy Berry Mendes. She received her PhD in Experimental Psychology from Northeastern University (working with the world’s expert on the link between nonverbal communication and power, Judith A. Hall) and her master's degree at California State University (working with the world’s experts on the link between nonverbal communication and each anxiety and social skills, Jinni A. Harrigan and Ronald E. Riggio, respectively). She received her B.A. from the University of San Francisco (working with one-half of the team of Maureen O’Sullivan and Paul Ekman—the world’s leading experts for over 60 years on the nonverbal cues associated with and accurate detection of deception). Professor Carney is currently in the final stages of writing a popular book on nonverbal behavior. Nonverbal communication is, at once, much more complex and much more interesting than the media would have the public believe. https://www.linkedin.com/in/danarosecarney Produced by The MunnAvenuePress.com