
34 segments available
In his View from the Top speech, Dean Robert Joss defines what it means to lead: "It's any position where you take responsibility for a group with a mission to fulfill." He told students that In order to have the organization you lead evolve, "you have to be the change you want to see in others." Recorded: June 3, 2009
Dean Robert Joss opens his speech by expressing gratitude for the opportunity to speak to a group of capable future leaders. He emphasizes the privilege of sharing insights on leadership with students who represent the best of their generation and the potential impact they can have on organizations and society.
"okay well thank you very much thank you Brett for that very nice and generous introduction you know I figure over the past 10 years I have introduced and listened to probably about a hundred views fro..."
Joss defines 'the top' as any position where one takes responsibility for a group with a mission. He explains that leadership is not confined to formal titles but can be found in various roles within organizations, highlighting the importance of ownership and accountability in leadership.
"privilege I thought as a view from the top it seemed logical to address these two questions what's the top and what's the view like here's my definition of the top look it's any position where you tak..."
In this segment, Joss discusses the diverse contexts in which leadership can occur, from small teams to entire enterprises. He shares his personal experiences of holding various leadership roles and emphasizes that all these positions share a common thread: the responsibility for guiding a group towards fulfilling its mission.
"become a group of other managers who in turn have their own teams or your group may be a group of a business function or corporate function like HR or strategy or finance it may be a business where yo..."
Joss stresses that true leadership is about responsibility rather than power. He reflects on the informal dependencies that exist in leadership roles and the importance of being accountable for the group's direction and performance, reinforcing that leadership is a 24/7 commitment.
"same thing in common you're responsible for a group of people with a mission to fulfill and you're trying to change that group for the better now what I should say at the outset is that just because y..."
In this segment, Joss highlights the necessity of having a clear vision as a leader. He explains that leaders must develop a sense of direction for their groups and communicate that vision effectively to inspire and guide their teams towards improvement.
"implied by an organization chart that puts your job at the top because here's the reason it's all about responsibility when you're at the top it's not about power or fame or fortune it's about respons..."
Joss discusses the critical role of management systems in implementing a leader's vision. He emphasizes the need for effective planning, organizing, and communication to ensure that the group's goals are met and that members understand their roles in achieving success.
"responsibility for the group with what abrams ales nick called an imp Elling need to do better so what about the view what's it like well let me say four things about the view first of all since you'r..."
Joss explains that earning the trust of followers is essential for effective leadership. He shares insights on how leaders can inspire commitment and motivation within their teams, emphasizing that leadership is about serving others and fostering strong relationships.
"went to Australia in 1993 as Brett mentioned I saw a very troubled institution had suffered the biggest loss in Australian corporate history and they had tried to be Australia's world bank but it's a ..."
In this segment, Joss highlights the importance of asking the right questions as a leader. He shares anecdotes illustrating how thoughtful inquiries can lead to significant changes and improvements within organizations, emphasizing the value of open communication and feedback.
"having a vision or a view if you can't make it happen you've got to turn turn that vision into reality and there are a couple of ways that you can help yourself do that you can push the group along th..."
Joss stresses the importance of understanding the experiences of both customers and staff. He explains that leaders must empathize with their team's challenges and perspectives to build trust and facilitate necessary changes for the group's success.
"their role in the firm it's no good talking about being a great school if it's to Jenner to general and not giving people some sense of direction it's better to talk about the three C's of a new curri..."
In the concluding segment, Joss emphasizes that leaders must embody the change they wish to see in their organizations. He reinforces the idea that effective leadership requires a commitment to personal responsibility and a willingness to guide others towards a shared vision.
"why do we do it that way or I can recall going into a very very large group of managers in my early days at Westpac it was entirely filled with middle-aged men and I said where are all the women it wa..."
Joss articulates the idea that leaders must embody the change they wish to see in their organizations. He references Gandhi's famous quote, emphasizing that as a leader, one must be a role model and inspire hope and optimism in others to foster a positive organizational culture.
"change it falls behind and the last thing I'd say about the view is you have to be the view and this is perhaps the most surprising thing to people this is the second thing you can't delegate because ..."
Joss shares a poignant story about attending a funeral of a staff member, illustrating the significance of a leader's presence during difficult times. He reflects on how showing up for employees in moments of crisis builds trust and demonstrates genuine care for the team's welfare.
"about the welfare of the leader this was really brought home to me by a very sad incident in Australia when one of our staff members in New Zealand a member of our branch in a little branch outside of..."
In this segment, Joss discusses the necessity for leaders to engage fully—emotionally and physically—in their roles. He emphasizes that effective leadership is about building relationships and being present for the team, especially during challenging times.
"have imagined I only really came to see it years later when after 9/11 I was reading Rudy Giuliani's book on leadership and I came to chapter 11 and the title of chapter 11 is weddings discretionary f..."
Joss describes leadership as an art form that requires skill and authenticity. He encourages future leaders to be genuine and to continuously learn from their experiences, emphasizing that true leadership comes from understanding and connecting with others.
"Gardner used to remind me that leadership is not a science it's an art and it's a performing art and in this performing art he said you are the instrument and you need to know how to play that instrum..."
Joss urges students to take responsibility for their group's performance, regardless of their official job description. He highlights the importance of envisioning positive change and actively contributing to the success of the organization.
"you when you're at the top well that's my view from the top and what it's like but what about you and yours to come because there's not a doubt in my mind that you will be at tops in your life you wil..."
In this segment, Joss discusses the value of experiential learning in leadership. He emphasizes that true understanding of leadership comes from taking on responsibilities and actively engaging in the process of leading others.
"description that you'll then acquire the expertise that can only come from experience the experience of actually assuming that top or that leadership responsibility you know the Chinese have a wonderf..."
Joss reflects on the satisfaction that comes from being part of a group that strives for a better future. He emphasizes that effective leadership is rooted in a genuine concern for the welfare of the group and its mission.
"with more skill that's the great thing about life you can continually learn by listening and practice and learning from mistakes and trying new behaviors this is all made even more powerful if you're ..."
Joss shares anecdotes illustrating the transformative impact of the Stanford Graduate School of Business on its alumni. He highlights how the confidence gained from the program empowers graduates to take on leadership roles and make significant contributions.
"achieves a better future I can tell you that and I hope you have an opportunity to experience that after all if not you who else and if not now or soon after you leave this place when one of the great..."
In this segment, Joss discusses how the education at Stanford GSB fosters confidence in its students. He explains that while the curriculum focuses on various business disciplines, the real value lies in the mindset and approach to challenges that students develop.
"really going well and he told me about how he and a couple partners had bought a few companies small and medium sized companies that had turned them around revitalized them were really creating value ..."
Joss emphasizes the importance of working in groups to fulfill missions that can change the world. He quotes Margaret Mead to reinforce the idea that committed individuals can make a significant impact through collective efforts.
"possible and that you can indeed play that kind of role after all it's your life that's the one changed by coming here that's what we're talking about in this slogan you're a different person when you..."
In his closing remarks, Joss encourages students to take on leadership roles and be responsible for their groups. He stresses the importance of action and involvement in leadership, urging them to put their heart and soul into their efforts.
"remember but remember I do and I understand you will only really understand if you do it if you get involved in the doing not talking analyzing thinking about consulting about investing but doing take..."
In this segment, Dean Joss reflects on the importance of taking on leadership roles and the emotional investment required. He shares his anticipation for watching students develop their leadership skills and contribute to their communities, reinforcing the idea that leadership is a journey of personal and collective growth.
"it that I think you see in this young pitcher I can tell you because I know him well and I watch him often that he's not just putting his mind and body into this he's putting his heart and soul into t..."
Dean Joss discusses his plans after stepping down from his leadership role, expressing excitement about coaching and advising others. He shares his commitment to teaching and engaging with various boards, highlighting the importance of mentorship and continued involvement in leadership discussions.
"so I'd be happy if you have any questions in the time we have about 15 minutes I'd be delighted to take any questions inside stuff about the GSB well my plans are to figure out what I'm going to do fo..."
Joss addresses the challenges leaders face regarding their teams, emphasizing the emotional weight of making tough decisions for the benefit of the group. He reflects on the responsibility of ensuring the right people are in the right roles and the difficult choices that come with leadership.
"I'm more the coach the consultant the advisor I'm involved with several boards I'm going to teach my seminar in the fall that I've been teaching in the second year seminar series and I love doing that..."
In this segment, Dean Joss outlines his vision for the future of the business school, focusing on the need for continuous improvement in leadership education. He discusses the importance of preparing students for the challenges of the 21st century and the exciting opportunities that lie ahead with the new campus.
"ones that are so emotional where you have to gather and develop that emotional strength to make a change to make a call as you see it because you think it's the right thing for the group even though i..."
Dean Joss emphasizes the importance of moral courage in leadership, stating that while analysis and decision-making are crucial, ultimately, leaders must act. He encourages students to stretch themselves and find ways to better prepare for real-world challenges, reinforcing the need for action in leadership.
"change the place in exciting ways because it's going to be the most exciting place to be at Stanford University it's where people want to come and gather and I think there's unlimited opportunities fo..."
Joss candidly shares his experiences with self-doubt as a leader, illustrating that fear can coexist with courage. He recounts a pivotal moment in his career, highlighting how challenges can build character and resilience, ultimately reinforcing the importance of striving to do the right thing for the group.
"and say how could we do that better because that's where we can help you I think even more you pay some pretty formal formable tasks as a leader I just wonder if you've ever doubted yourself in Heidi ..."
In this segment, Dean Joss discusses the balancing act of leadership, addressing the need to cater to various stakeholders, including employees, shareholders, and customers. He reflects on his experiences at Westpac, emphasizing the importance of communication and balance in maintaining a healthy organizational culture.
"for the group not for you not for your personal stake for the group as long as you're trying that you're still you'll doubt a lot is it going to happen what's going to happen if it doesn't go right bu..."
Dean Joss shares key advice for anyone stepping into a leadership role, emphasizing the importance of humility, active listening, and maintaining a clear vision. He encourages future leaders to focus on turning their vision into reality while remaining adaptable and open to feedback.
"you have to try the best you can we're all imperfect human beings we don't get it right but as long as you're trying and you're aware of the need for balance I think that's the key from an organizatio..."
Reflecting on his own journey, Dean Joss discusses the significance of investing in education and knowledge as a foundation for effective leadership. He shares how his desire to learn and grow shaped his career choices, reinforcing the idea that aspiring leaders should focus on doing meaningful work that aligns with their values.
"really enjoyed your talk one of the things I was wondering with the picture of thinking maybe your grandson [Music] okay he's a good guy so that's Adam I'm wondering you know when you were in business..."
In this final segment, Dean Joss recounts a significant turning point in his career involving a tough leadership decision. He reflects on the lessons learned from navigating crises and the importance of resilience in leadership, illustrating how challenges can lead to personal and professional growth.
"terms of the work I saw it it felt good to me it was right for me it was work I thought I could do well if I made the investment in a commitment and a key part of that was the investment I made in com..."
Joss identifies a prevalent mistake among young MBAs: taking on leadership roles without fully embracing the responsibility for their teams. He discusses the pitfalls of focusing solely on strategy without considering the diverse perspectives of team members.
"it so I think that was one very real example I mean obviously you know deciding to get on a plane and go to Australia and take on a big bank that I knew nothing about was was won and you know I can go..."
Joss compares his experiences in different leadership roles across public, private, and academic sectors. He highlights the unique challenges and perspectives gained from each environment, emphasizing the need for adaptability in leadership styles.
"strategy I think that's one we would hear over and over again so looking at your background seems that you worked in three very different types of environments in the in the public sector as a White H..."
Dean Joss discusses the importance of moral courage in leadership and how institutions like the GSB can cultivate this trait in students. He proposes that giving students more responsibility can enhance their ability to act ethically and courageously in their future careers.
"it and my time in government was very young and at an early stage in my career I mean to me I learned there it's more what I learned than what I saw that the power of doing meaningful work is very str..."