|Steve Ballmer, CEO of Microsoft. (Photo credit: Wikipedia)|
There’s the bombastic guy everyone knows: He’s the Ballmer now running the Los Angeles Clippers, the guy we profiled in this week’s cover story. Then there’s the man in the Stanford office–much more on him below–who paces around and tugs at the window shade chain and pokes me in the shoulder and makes wild gestures, all while speaking in mostly measured tones. That Ballmer showed up at a lot of Microsoft meetings. There’s also the guy at the steakhouse who is calm, analytical, fun to talk to, and deft at hopping from subject to subject. And, of late, there’s Professor Ballmer, more self-aware than people would imagine and contemplating his future with the same vigor his students bring to mulling theirs.
Professor Ballmer shows up on Tuesday and Thursday mornings to teach 80 or so MBA hopefuls. His class, Leading Organizations, runs two hours to covers topics ranging from accountability to time allocation. I popped in recently for a class dubbed “storytelling,” which mostly hit on the thinking that went into marketing products at Microsoft—and whether or not the various approaches worked. Ballmer teaches the class with Susan Athey, a well-regarded economics professor, and they were joined on this day by Mark Penn, the pollster and political strategist who has done work for the Clintons, Tony Blair, and Microsoft.