Stanford Technology Ventures Program : Bob Sutton

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Smart Leaders Understand Friction [Entire Talk] [Explicit]

From startups to huge, complex organizations, leaders must learn to manage friction.

Video 48 minutes

Bob Sutton , Stanford University Huggy Rao , Stanford Graduate School of Business

Smart Leaders Understand Friction [Entire Talk] [Explicit]

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clips

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Smart Leaders Understand Friction [Explicit]

From startups to huge, complex organizations, leaders must learn to manage friction.

Podcast 48 minutes

Clip 1 of 6 from: Smart Leaders Understand Friction [Entire Talk] [Explicit]

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Identifying Good Investors

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clip 3 minutes

Clip 2 of 6 from: Smart Leaders Understand Friction [Entire Talk] [Explicit]

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Leading Huge Organizations

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clip 5 minutes

Clip 3 of 6 from: Smart Leaders Understand Friction [Entire Talk] [Explicit]

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Speed Versus Long-Term Success [Explicit]

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clip 7 minutes

Clip 4 of 6 from: Smart Leaders Understand Friction [Entire Talk] [Explicit]

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Good Friction [Explicit]

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clip 4 minutes

Clip 5 of 6 from: Smart Leaders Understand Friction [Entire Talk] [Explicit]

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Origins of ‘The Friction Project’

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clip 5 minutes

Clip 6 of 6 from: Smart Leaders Understand Friction [Entire Talk] [Explicit]

Hayagreeva “Huggy” Rao and Robert I. Sutton

Bob Sutton, Stanford University Huggy Rao, Stanford Graduate School of Business

Friction for Aspiring Founders

From startups to huge, complex organizations, leaders must learn to manage friction.

Video Clip 6 minutes

Superhero flying with clock

Bob Sutton, Stanford University

The Perks of Imaginary Time Travel

Motivate people, help them identify opportunities, and prepare them for challenges by shifting their attention to the future and the past.

Bob Sutton, Stanford University

Turning Friction Into Fire: Lessons from Season 2

To fight friction, add predictability even in times of uncertainty.

Podcast 25 minutes

Bob Sutton, Stanford University

[Transcript] Turning Friction Into Fire: Lessons from Season 2

To fight friction, add predictability even in times of uncertainty.

Hayagreeva Rao, Stanford Graduate School of Business

[Transcript] The Emperor Has No Clue

You can’t combat friction through structural solutions alone. Start dealing with your emotions and the emotions of those around you.

Hayagreeva Rao, Stanford Graduate School of Business

The Emperor Has No Clue

You can’t combat friction through structural solutions alone. Start dealing with your emotions and the emotions of those around you.

Podcast 26 minutes

An illustration of a kitchen with the pan on fire.

Craig Stoll, Delfina Restaurant Group Annie Stoll, Delfina Restaurant Group

[Transcript] Can’t Stand the Heat? Get Rid of the Friction

In fast-moving environments, look for ways to establish consistency and predictability.

Annie Stoll, Delfina Restaurant Group Craig Stoll, Delfina Restaurant Group

Can’t Stand the Heat? Get Rid of the Friction

In fast-moving environments, look for ways to establish consistency and predictability.

Podcast 27 minutes

Jeffrey Pfeffer, Stanford Graduate School of Business

[Transcript] Dear Micro-Manager, Control Yourself

To increase productivity, don’t increase working hours—give employees greater autonomy.

Jeffrey Pfeffer, Stanford Graduate School of Business

Dear Micro-Manager, Control Yourself

To increase productivity, don’t increase working hours—give employees greater autonomy.

Podcast 26 minutes

Kathleen Eisenhardt, Stanford University

[Transcript] Simple Rules Set You Free

Use simple, clear rules to get your team into a rhythm and reduce frustration.

FRICTION podcast

Kathleen Eisenhardt, Stanford University

Simple Rules Set You Free

Use simple, clear rules to get your team into a rhythm and reduce frustration.

Podcast 24 minutes

Henning Piezunka, INSEAD

[Transcript] Sweet Rejection: Cutting Out the Noise

Don’t waste time coming up with lots of ideas you’ll never use. Save time for idea selection and implementation.

Henning Piezunka, INSEAD

Sweet Rejection: Cutting Out the Noise

Don’t waste time coming up with lots of ideas you’ll never use. Save time for idea selection and implementation.

Podcast 24 minutes

Jennifer Anastasoff, Serial Entrepreneur

[Transcript] Over, Under Through: Fixing Government Friction

Put your values front and center. How you make something is as important as what you make.

Jennifer Anastasoff, Serial Entrepreneur

Over, Under, Through: Fixing Government Friction

Put your values front and center. How you make something is as important as what you make.

Podcast 26 minutes

Sam Yen, JP Morgan Chase & Co.

[Transcript] The Customers Made Us Scale It

Changing your culture starts with energizing your users. Customer buy-in motivates staff to take new risks.