The Practical Leader

MARCH 29, 2023

Author Adam Waytz is a psychologist and the Morris and Alice Kaplan Chair in Ethics and Decision Management at the Kellogg School of Management at Northwestern University. ” Don’t load new projects and goals on top of existing workloads without rigorous “stop doing” pruning to make room for them.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

Harvard Business Review

OCTOBER 19, 2011

The bad news is that he fixates on every facet of a project and can't set priorities. They tend to be impatient with or hypercritical of others and they're not good at delegating. "On Don't give them projects that they will struggle to complete or roles that will cause them to spin out. Do you have a perfectionist on your team?

Kaplan 15

Kaplan Management How To Self-aware 15

Harvard Business Review

JANUARY 24, 2017

Prioritizing work can be frustrating, especially if you work for a hands-off manager or a company that doesn’t give you clear goals. Look at the answers to the two questions above and see which projects, initiatives, and activities show up on both your high contribution and high passion lists.

Management 8

Management How To Norton Energy 8

Harvard Business Review

OCTOBER 22, 2015

The HBS team has been using Time-Driven Activity-Based Costing (TDABC), an approach initially proposed by one of us (Bob Kaplan) and Michael Porter, to help providers pursue the value-based delivery of care. One of the team’s central findings is that TDABC cannot be delegated to the finance function.

Mayo 8

Mayo Health Care Committee Project 8