Is burnout simply the cost of doing business? What responsibility do employers have for the health and well-being of their workers? Jeffrey Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior at Stanford Graduate School of Business and author of Dying for a Paycheck and 7 Rules of Power, says that the connection between workplace stress and negative health outcomes is as strong as the link between smoking and cancer — and may contribute to as many as 120,000 deaths annually in the U.S. alone.

So what do we do about it? 

Pfeffer’s answer isn’t just surprising — it’s a radical critique of the way we work today.

Is it time to rethink the way we work? Email us at [email protected]. 

Related Links:

• Jeffrey Pfeffer faculty profile
• “The Workplace Is Killing People and Nobody Cares”
• “We Have 30 Extra Years”: A New Way of Thinking About Aging
• Why “Copycat” Layoffs Won’t Help Tech Companies — Or Their Employees

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Can the workplace be as harmful as smoking? Is it possible for governments and corporations to rebuild trust once they’ve lost it? How are nations wielding financial power to shape global politics? On Season Two of If/Then, Stanford Graduate School of Business faculty tackle big questions about business, leadership, and society, providing innovative, research-based insights to help you navigate rapidly changing times.

Join your host, senior editor Kevin Cool, for conversations that will challenge the way you lead, think, and act. 

New episodes on Wednesdays, starting February 5th. 

Thoughts? Email us at [email protected]. More information is available on our website.

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jensen Huang, co-founder and CEO of NVIDIA, believes leadership is about more than making decisions—it’s about empowering others to reason through ambiguity and drive transformative change. In this bonus episode of If/Then, Huang sits down with Stanford GSB student Shantam Jain, MBA ’24, on Stanford GSB’s View From The Top podcast, to discuss his journey from an ambitious engineer to the leader of one of the most innovative companies in the world. 

Huang reflects on the lessons learned during pivotal moments in NVIDIA’s history, from betting on 3D graphics before the market existed to embracing the potential of AI and accelerated computing. “You can’t create change by doing what everyone else is doing,” Huang explains. “You have to go back to first principles and ask: how would you build this today?” 

Despite navigating industry disruptions and financial crises, Huang remains focused on the future. He shares how NVIDIA has consistently stayed ahead by building technology that not only solves today’s problems but anticipates the needs of tomorrow. As this episode reveals, it’s not just about technological breakthroughs—it’s about cultivating a culture of resilience and purpose to redefine the future.

For a full transcript of this episode, visit our podcast’s website. 

More Resources:

• View From The Top: The Podcast | Stanford GSB
• Jensen Huang on How to Use First-Principles Thinking to Drive Decisions | Stanford GSB

Chapters: 

(00:00:00) Introduction

Kevin Cool introduces a bonus episode from the View From The Top podcast featuring CEO and founder of NVIDIA, Jensen Huang.

(00:01:39) Early Career and Founding NVIDIA

Huang reflects on his journey from LSI Logic to co-founding NVIDIA.

(00:04:56) Securing Early Investments

Convincing Silicon Valley investors to back NVIDIA in a non-existent market.

(00:08:31) Pivoting in the Face of Failure

The critical decisions and resets that saved NVIDIA during challenges.

(00:16:24) Call That Changed Everything

The pivotal phone call that led to a shift in NVIDIA's innovation focus.

(00:19:21) Finding Conviction 

The balance of core beliefs and early indicators of future success.

(00:26:45) Weathering Market Downturns

Staying focused on unchanging principles to weather external challenges.

(00:31:36) Creating a Flat Organization

Empowering employees by sharing context and reasoning transparently.

(00:38:13) The Future of Generative AI

Generative AI’s potential to redefine computing and communication

(00:45:38) Building Organizations for Tomorrow

Designing adaptable, future-focused organizations from first principles.

(00:48:22) Challenges and Opportunities Ahead

Challenges NVIDIA faces, and the innovations Huang is most excited about.

(00:51:33) Pace and Regulation of AI Development

The need for regulatory measures alongside rapid technological advancements.

(00:55:35) Rapid-Fire Insights and Final Advice

Personal reflections, leadership advice, and hopes for NVIDIA’s legacy.

(00:57:21) Conclusion

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Behind every lesson lies a journey of discovery. In this special episode of If/Then, we step into the classrooms of Stanford Graduate School of Business to uncover the human stories driving extraordinary insights. Christian Wheeler, professor of marketing at Stanford GSB, challenges our fear of failure, reframing it as the sharp edge where growth truly happens. “Be comfortable being uncomfortable,” he says, urging leaders to embrace the anxiety of pushing limits to unlock their peak potential.

Michele Gelfand, a professor of organizational behavior, takes us into the intricate world of cultural intelligence. “Negotiating across cultures isn’t just about competence—it’s about curiosity,” she explains, showing how understanding diverse perspectives can transform deadlock into breakthrough.

And Jesper Sørensen, professor of organizational behavior, redefines what it means to lead. “Strategy isn’t a blueprint; it’s a living process,” he reflects, advocating for leaders to connect the dots, not just assign tasks, and to see uncertainty as a gateway to discovery.

These faculty members remind us that leadership is as much about understanding ourselves as it is about guiding others. Whether it's failure, negotiation, or strategy, this episode showcases how curiosity and humanity are integral to leadership.

Key Takeaways:

• Strategy is dynamic, not static: Leaders must explain the "why" to align their teams.
• Fear of failure can hinder growth: Growth requires embracing discomfort and using storytelling to connect and lead.
• Metaphors as tool for negotiation: Use metaphors to guide your goals and assess your success in the negotiation process. 

More Resources:

• Christian Wheeler, faculty profile
• Jesper Sørensen, faculty profile
• Michele Gelfand, faculty profile
• Class Takeaways

This episode of If/Then uses previously recorded audio and is repackaged in a new way. It features faculty talking about their research and the goal is to share more about faculty, while also keeping the If/Then podcast feed producing thought-provoking, research-backed content for our audiences. 

Chapters: 

(00:00:00) Introduction

Kevin Cool introduces the episode featuring clips from the Class Takeaways series.

(00:00:55) Embracing Failure

Professor Christian Wheeler discusses how embracing failure can lead to growth.

(00:03:55) Strategy as a Dynamic Process

Professor Jesper Sørensen redefines strategy as an evolving course of action, not a static plan.

(00:08:00) Cultural Intelligence in Negotiation

Professor Michele Gelfand explains how cultural intelligence is key to negotiation.

(00:12:31) Conclusion

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As leaders rise and hierarchies shift, Stanford GSB organizational behavior professor Deborah Gruenfeld, guest in season one of If/Then, reminds us that power is not just about authority—it’s about presence. In this special feed drop from Pfeffer on Power, Gruenfeld, author of Acting With Power, revisits topics featured in her If/Then episode, exploring how body language and mindset can shape perceptions of influence. “We’re all playing roles,” she explains, whether as CEOs, professors, or professionals navigating high-stakes environments. The key, she says, lies in mastering both "inside-out" techniques—such as reframing internal narratives—and "outside-in" strategies, like commanding physical space to exude confidence.

Host Jeffrey Pfeffer, professor of organizational behavior at the GSB, and Gruenfeld discuss how power dynamics transcend culture and context, offering universal lessons for anyone looking to lead with impact. “Don’t leave power to the bad guys,” Gruenfeld advises, urging listeners to embrace their own potential for influence. This episode provides actionable insights to help you show up powerfully in any room, especially when the stakes are high. As the conversation unfolds, Pfeffer and Gruenfeld challenge us to think differently about power—not as a privilege, but as a responsibility to shape better outcomes for ourselves and others.

Jeffrey Pfeffer will be a guest on the second season of If/Then. 

Pfeffer on Power is Produced by University FM. For a full transcript of this episode, visit the Pfeffer on Power’s website.

More Resources:

• Deborah Gruenfeld, faculty profile
• Deborah’s Book: Acting with Power 
• Pfeffer on Power 

Chapters: 

(00:00:00) Introduction

Host Jeffrey Pfeffer introduces guest Professor Deborah Gruenfeld from Stanford GSB.

(00:01:45) First Impressions and Body Language

How people make snap judgments based on appearance and nonverbal cues.

(00:03:25) Change How You Show Up

The possibility of reframing behavior to project more confidence and authority.

(00:06:33) Showing Up with Power

Two approaches for appearing more authoritative and powerful.

(00:08:53) Inside-Out Power

Reframing internal narratives to project power, even in moments of insecurity.

(00:11:32) Outside-In Power

Techniques for using body language to command authority.

(00:14:00) Physical and Social Dynamics

How occupying space communicates dominance and influence.

(00:17:06) Unconscious Reactions to Power 

Whether power dynamics are consistent across cultures and time.

(00:20:32) Ambivalence Toward Power

Why some individuals are reluctant to embrace power.

(00:24:47) Ethical Leaders in Power

The importance of ethical individuals embracing power to prevent its misuse by others.

(00:28:14) Conclusion

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In this episode of If/Then, we're diving into insights from three GSB experts featured on Think Fast, Talk Smart. Join us as professor of organizational behavior Michele Gelfand explains her "tight and loose" cultural framework, revealing how societal structures impact everything from crime rates to creativity. We also hear from marketing professor Jonathan Levav, who explores decision fatigue in judicial settings, shedding light on how mental depletion influences choices. Finally, marketing professor Szu-chi Huang discusses the role of motivation and emotionality in decision-making, drawing from her experiences in advertising and academia. Together, these discussions provide a multifaceted view of the elements influencing our choices and interactions.

Key Takeaways:

• Switch between “tight” and “loose” mindsets: Individuals can code switch between “tight” and “loose” mindsets depending on the setting. You can shape your environment to help promote certain mindsets.
• Take mental breaks: Decision fatigue causes individuals to make the easier decision, not necessarily better ones. Taking breaks can help replenish your mental energy to think through decisions properly.
• Target your audience’s emotional needs: Emotion drives decision making. Messaging that meets emotional needs is more impactful.

More Resources:

• Michele Gelfand, faculty profile
• Jonathan Levav, faculty profile
• Szu-chi Huang, faculty profile
• Think Fast Talk Smart 

If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. For a full transcript of this episode, visit our podcast’s website.

Chapters: 

(00:00:00) Introduction

Kevin Cool introduces the episode featuring GSB faculty discussing their research on the Think Fast, Talk Smart podcast.

(00:00:35) Cultural Tightness vs. Looseness

The benefits of "tight" versus "loose" culture.

(00:03:47) Adjusting to Different Cultural Norms

Whether individuals can adapt to cultural tightness or looseness.

(00:05:24) Decision Fatigue in Court Settings

A study on how decision fatigue affects parole rulings over time.

(00:07:29) Communication to Combat Decision Fatigue

Insights into overcoming decision fatigue and enhancing communication.

(00:09:48) The Roots of Motivation

The transition from advertising to studying motivation in academia.

(00:11:13) Needs and Emotions in Decision-Making

The influence of needs and emotions in effective decision-making.

(00:13:43) Conclusion

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Artificial intelligence could fundamentally transform democracy for better or worse. In this bonus episode of If/Then: Business, Leadership, Society, Professor Andrew B. Hall of Stanford Graduate School of Business explores AI's potential to disrupt our electoral system. With the 2024 presidential election approaching, Hall warns that AI-generated misinformation could sway voters and erode trust in democratic processes. Yet he also sees AI's potential to solve political challenges. If we want to maintain a healthy democracy, then it’s crucial to understand AI's impact on our political landscape in the upcoming election and beyond.

Key Takeaways:

• AI's potential for misinformation: Professor Hall warns that AI-generated content misinform voters, potentially influencing election outcomes.
• Threat to democratic integrity: The possibility of AI-driven misinformation could erode trust in the fairness and integrity of democratic processes, leading to decreased acceptance of election outcomes.
• AI's dual nature in politics: While AI poses significant risks, Hall also thinks it could provide solutions to existing political problems, suggesting it will have a complex, double-edged impact on democracy.

More Resources:

• Andrew Hall, faculty profile
• White Paper: Preparing for Generative AI in the 2024 Election: Recommendations and Best Practices Based on Academic Research, By Ethan Bueno de Mesquita, Brandice Canes-Wrone, Andrew B. Hall, Kristian Lum, Gregory J. Martin, Yamil Ricardo Velez, Stanford Graduate School of Business and the University of Chicago Harris School of Public Policy, November 2023

If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. For a full transcript of this episode, visit our podcast’s website.

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

One underappreciated fact about the explosion in genetic databases, like consumer sites that provide information about ancestry and health, is that they unlock valuable insights not only into an individual’s past and future, but also for that individual’s entire family.

This raises serious concerns about privacy for people who have never submitted their genetic information for analysis, yet share much the same code as one who did.

This week on If/Then, we’re sharing an interview from The Future of Everything with Stanford GSB Professor Kuang Xu. Xu is an expert in how genetic information can and should be used. He says that the DNA problem weighs heavily on privacy experts in fields ranging from law and engineering to public health and criminal justice. 

The fundamental question is: Can we create methods for accessing genetic data while maximizing the privacy of all involved?

The Future of Everything is Produced by Stanford Engineering. For a full transcript of this episode, visit The Future of Everything’s website.

Chapters:

(00:00:00) Introduction

Host Kevin Cool introduces an episode featuring The Future of Everything podcast with host Russ Altman and guest Kuang Xu, a professor at the GSB. 

(00:03:24) Genetic Technology and Privacy Risks

The key ideas and methodology behind making genetic searches more private.

(00:06:23) Social Network and Genealogy in Genetic Searches

How a genealogy network functions as a social network in genetic searches.

(00:09:23) Technical Aspects of Securing Genetic Data

The difference between sequential and static methods for genetic searches.

(00:11:19) Practical Application of Sequential Methods

Ways the sequential search method could be applied without compromising privacy.

(00:12:43) First Steps in Sequential Search

What the first steps would look like when using the sequential search method.

(00:14:41) Balancing Accuracy and Privacy

Whether the new privacy methods compromise accuracy in identifying individuals.

(00:15:22) Applications in Genetic Research

How privacy methods can apply to genetic research for disease prediction and beyond.

(00:18:22) Insights During Research

Surprise findings from Kuang’s research on genetic privacy.

(00:21:28) Privacy Beyond Genetics

The possibility of applying these privacy techniques to other sensitive datasets.

(00:22:58) Commercial Interest in Privacy Solutions

The interest from companies in adopting these privacy innovations.

(00:24:09) Genetics and Business School Connection

Kuang’s work at Stanford’s School of Business and how it connects to genetics and privacy.

(00:25:30) Emergency Room Waiting Times

Research related to reducing waiting times in emergency rooms.

(00:26:57) In-Person Voting and COVID-19 Spread

Overview of data collected during in-person voting during COVID-19.

(00:27:54) Conclusion

See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This special episode of If/Then: Business, Leadership, Society explores the personal stories behind Stanford GSB faculty's groundbreaking research. Discover how individual experiences shape scholarly inquiry.

• Baba Shiv, professor of marketing, examines decision-making and the brain's liking and wanting systems. His self-proclaimed "irrational" nature led him to question whether good decisions are based on reason or emotion.
• Mohammad Akbarpour, professor of economics, found his passion in market design, seeing economics as "the right mix of thinking about humans and mathematics." His research on welfare economics stems from observing economic disparities in his native Iran.
• Deborah Gruenfeld, professor of organizational behavior, studies power dynamics inspired by her early career and family history. Her work reveals how even arbitrary positions of authority can dramatically alter behavior.

These faculty remind us that behind every groundbreaking theory are real people driven by curiosity to make sense of the world around them. Join us to hear how personal journeys fuel impactful business research.

Key Takeaways:

• Personal experiences shape research: Leading scholars draw inspiration from their own lives and observations, leading to innovative research questions and approaches.
• Challenging assumptions drives discovery: Researchers like Baba Shiv, Mohammad Akbarpour, and Deborah Gruenfeld push boundaries by questioning fundamental assumptions in their fields and themselves, leading to new insights.
• Human stories behind data: This episode reveals that even in data-driven fields like economics and organizational behavior, personal narratives and curiosity play a crucial role in shaping impactful research.

More Resources:

• Baba Shiv, faculty profile
• Mohammad Akbarpour, faculty profile
• Deborah Gruenfeld, faculty profile

If/Then is a podcast from Stanford Graduate School of Business that examines research findings that can help us navigate the complex issues we face in business, leadership, and society. For a full transcript of this episode, visit our podcast’s website: https://www.gsb.stanford.edu/insights/why-i-research-findings-fueled-head-heart

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Behavioral economist and Professor of Marketing Baba Shiv works with entrepreneurs on how to build a risk-tolerant mindset. A mindset, Shiv believes, that is crucial in times of crisis.

While we take a break and prepare for season two of If/Then, we're sharing an episode of Grit & Growth, a podcast from our partners at Stanford Seed. Here, Baba explains two types of mindsets: a fear of failure or a risk-averse mindset (type one) and a fear of missing out on opportunities mindset (type two).

“What the rational brain is good at is simply being rational ... it lists what the emotional brain has already decided to do. If you’re stuck in a risk-averse mindset, the rational brain will come in and say, 'These are the reasons why you should not innovate’ Whereas if you’re in a type two mindset, the rational brain will come in and say, 'Here are the reasons why you should take some chances.'”

And Shiv believes that taking chances, especially when your competitors are being more timid, is how leaders and companies can succeed. Shiv has seen firsthand that entrepreneurs from emerging economies are particularly innovative: “They’re facing constraints all the time and as a result are more resourceful, not in spite of their situations, but because of them.”

Shiv is the Sanwa Bank, Limited, Professor of Marketing at Stanford Graduate School of Business

Top Takeaways

1. Sleep. Without it, you’re more likely to wake up feeling risk-averse ... the antithesis to innovation.
2. Calm your mind and the rest will follow — develop a meditation, yoga, or tai chi practice to make your breath and brain more resilient to stress.
3. Pay attention to your heart—actually your heart rate variability — so you know if it’s a good time to make an important decision.
4. Innovation = creativity, multiplied by execution, divided by constraints. Don’t forget to think about your constraints in the design process.
5. Focus on building your collaborative advantage (not just competitive advantage) by developing meaningful connections with suppliers, customers, partners, even competitors. You’ll make more progress with relationships based on trust than just transactions.
6. Instill an innovative mindset throughout your company — survival is going to come from teamwork.

• On Grit & Growth, meet intrepid entrepreneurs from Africa and South Asia, hear their stories of trial and triumph, and gain insights and guidance from Stanford University faculty and global business experts on how to transform today’s challenges into tomorrow’s opportunities.
• Baba Shiv on If/Then Season One, "More Than a Feeling: The Keys to Making the Right Choice"

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It can be tempting to think one thing causes another because they happen in succession, but there’s a lot to unwrap in the idea of causality. This week, If/Then is featuring an episode from the podcast All Else Equal: Making Better Decisions. Listen as hosts and finance professors Jonathan Berk and Jules van Binsbergen explain the difference between correlation and causality, and examine cases where it is tempting to assume one thing caused another. Their guest for this episode, Guido Imbens, is a professor of Economics at Stanford Graduate School of Business, and was awarded the Nobel Prize in 2021.

All Else Equal: Making Better Decisions Podcast is a production of Stanford GSB and is produced by University FM. It is hosted by Jonathan Berk, The A.P. Giannini Professor of Finance at Stanford GSB, and Jules van Binsbergen, The Nippon Life Professor in Finance, Professor of Finance, at The Wharton School. Each episode provides insight into how to make better decisions.

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