Leading Blog

MARCH 18, 2021

Kaplan on the dangers of peace: “Avoiding tragedy requires a sense of it, which in turn requires a sense of history. Find more ideas on the LeadingThoughts index. * * * Like us on Instagram and Facebook for additional leadership and personal development ideas. Here are two ideas for the curious mind to engage with: I.

Kaplan 271

Kaplan Media Project Power 271

Leading Blog

OCTOBER 29, 2020

Carl Schorske on the need to think not just about but to think with history; to employ the materials of the past and the configurations in which we organize and comprehend them to orient ourselves in the living present:: “In most fields of intellectual and artistic culture, twentieth-century Europe and America learned to think without history.

Kaplan 200

Kaplan Politics Project Blog 200

Leading Blog

DECEMBER 25, 2011

W E HAVE more recorded information about leadership now than at any other time in history. It’s time to rediscover true leadership—to rethink our fundamental assumptions. Leadership matters now more than ever. Consider : Harnessing the Power of Reflective Thinking In Your Organization by Daniel Patrick Forrester.

Books 284

Books Forrester Kahneman Kaplan 284

Leading Blog

AUGUST 19, 2011

The difference, says Harvard professor Robert Kaplan, is “how they deal with these periods of confusion and uncertainty. It is often extremely difficult as an insider to see where you and the organization have drifted out of alignment. They feel as if they should be somewhere else, doing something else. The Leader as Role Model.

Kaplan 281

Kaplan Delegation Self-aware Maturity 281

Leading Blog

NOVEMBER 2, 2020

But then as now, there is no greater attribute for a ruler than humility built on an accurate assessment of his own limits, from which the finest cunning emerges.” — Robert Kaplan, Warrior Politics. “In No real-world human being brings to the U.S. presidency the range of attributes necessary for full success in the job”— James Fallows.

Bureaucracy 277

Bureaucracy Kaplan Drucker Politics 277

First Friday Book Synopsis

APRIL 15, 2011

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Robert S. Kaplan and David P. Norton Harvard Business Press (2000) The Perilous “Journey&# to Breakthrough Performance Note: This is another “business classic” I read when it was first published and then recently re-read it.

Balanced Scorecard 89

Balanced Scorecard Norton Kaplan Strategy 89

Leadership Freak

JANUARY 3, 2013

Organizations hate uncertainty. I asked the “expert on surprise,” Soren Kaplan, “If you could [.]. Surprises propel into the future or drive into the past. Problem is, surprise signals uncertainty. Extraordinary leaders realize surprise is a catalyst not an enemy. Reject surprises to your own peril. Surprise energizes innovation.

Kaplan 205

Kaplan Uncertainty Innovation Planning 205

LDRLB

DECEMBER 10, 2012

Leadership. The world is a busy place, especially for those in leadership. The Leadership Challenge by James Kouzes & Barry Posner. This is the quintessential book on leadership with loads of empirical support. Leapfrogging by Soren Kaplan. Great leaders need solid foundations. Innovation. We’re biased.

Innovation 167

Innovation Strategy Books Christensen 167

Eric Jacobson

MARCH 25, 2016

After 20 years of working with corporations to build a more diverse and inclusive culture, authors Mark Kaplan and Mason Donovan wrote, The Inclusion Dividend. These competencies are broad, touching all levels of the organization, from intrapersonal interactions to the organization’s interface with the marketplace.

Organization 50

Organization Kaplan Diversity How To 50

Leading Blog

SEPTEMBER 12, 2012

Strategy involves completion of goals, and the risk is the difference between those goals and the ability of the organization to achieve them.” The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” In a sense, strategy creates risk.

Strategy 281

Strategy Books Balanced Scorecard Mauborgne 281

Six Disciplines

SEPTEMBER 5, 2014

Kaplan, one of the original creators of the Balanced Scorecard in 1992. Though executives may formulate an excellent strategy, it easily fades from memory as the organization tackles day-to-day operations issues, or what most think of as "fighting fires.". Leadership sets the ambitious vision and stretch targets.

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Balanced Scorecard Execution Strategy Kaplan 98

LDRLB

AUGUST 29, 2012

Why do organizations hate surprises? But could we be overlooking an essential and critical ingredient of breakthrough leadership and innovation? Soren Kaplan is the author of Leapfrogging and a speaker, educator, and managing principal at InnovationPoint , where he teaches leaders how to create business breakthroughs.

Power 146

Power Kaplan Uncertainty Resistance 146

LDRLB

JUNE 18, 2012

When it comes to innovation, we know that open-mindedness, deferring judgment, including diverse inputs from diverse people, and supporting collaboration inside and outside our organizations are all success factors when going for big ideas that make a big difference. This research reveals a leadership paradox when it comes to innovation.

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Innovation Kaplan Power Diversity 128

Tanveer Naseer

JULY 12, 2016

High-trust leaders, on the other hand, see their role as a stewardship, guiding people, assets, and decision-making—protecting the values and vision that make an organization what it is. Only those interested in leadership as more than mere ego gratification have a chance to build something that outlasts them.

Kaplan 100

Kaplan CEO Real Estate CFO 100

Coaching Tip

NOVEMBER 22, 2013

Drawing on original research into motivating creativity, analysis of recent litigation, and empirical data from economics, psychology and network science, Lobel explores how the ways in which we fight over talent can either enhance or inhibit the innovative spirit of an organization. John Agno: Can''t Get Enough Leadership.

Innovation 126

Innovation Kaplan Diversity Open-book 126

Eric Jacobson

SEPTEMBER 21, 2016

"It benefits individual contributors, work groups, customers, suppliers, vendors -- and the betterment of the whole organization." High-trust organizations are focused on empowering people to do their best." Kaplan Other valuable takeaways from the book include: The gap between what a leader says and does is at the heart of trust.

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Kaplan Charisma Reputation Books 50

Leading Blog

JANUARY 10, 2018

These archetypes are present across all organizations, genders, and levels of seniority. Cast relates a conversation he had with Stuart Kaplan, the director of leadership recruiting at Google to make this point: As you progress [in your career], your relationship with others is more important than your knowledge of and relationship with data.

Career 190

Career How To Kaplan Emotional Intelligence 190

Leading Blog

JANUARY 24, 2018

Effectiveness in leadership is not about having all of the answers but not knowing and accessing the power of those you lead. In The Power of Vulnerability , Barry Kaplan and Jeffrey Manchester explain that the secret to unleashing the power of leaders, teams, and organizations, is through vulnerability. H ANG UP THE CAPE.

Power 181

Power Kaplan Risk Management Active Listening 181

LDRLB

MAY 8, 2013

It’s a simple tool ( download PDF or download PowerPoint ) for defining the following dimensions of an organization’s innovation culture: Leadership – How leaders influence innovation through explicit decisions and subtle behaviors. LEAPS Innovation Leadership Competencies. KEY Creativity Climate (Harvard).

Innovation 162

Innovation Kaplan Download Creativity 162

HR Digest

MARCH 9, 2020

Kaplan Professionals, an HR firm that assesses, designs and implements innovative learning solutions, conducted a three-year extended Situational Judgement Assessments of 4,500 employees at global tech firms and identified five key workplace findings. “In SJTs also reduce attrition rates.

Team 69

Team Kaplan Attrition Survey 69

Six Disciplines

APRIL 13, 2011

85% of leadership teams spend less than 1 hour per month discussing strategy.[2]. 92% of organizations do not measure performance indicators.[5]. 92% of organizations do not measure performance indicators.[5]. Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001). [2]

Norton 101

Norton Kaplan Execution Strategy 101

Great Leadership By Dan

AUGUST 24, 2017

If too much emphasis is placed on strategy compared with execution by the leadership, then it leads to lower levels of performance because they become occupied with crafting it rather than executing it. Kaplan and David P. From my latest research, I discovered that only 5% of people can articulate their own organization’s strategy.

Execution 211

Execution Strategy Kleiner Norton 211

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. One simple question lies at the heart of a continuous struggle that most leaders and organizations face: how do we succeed today while simultaneously creating the future? This one little question lies at the intersection of two big fields – leadership and innovation.

Innovation 114

Innovation Kaplan Short-term Long-term 114

First Friday Book Synopsis

JUNE 30, 2013

Bell and Marshall Goldsmith Deloitte Dharmesh Shah Gallup Organization HBR Helene D. Gayle (CARE) in “The Corner Office” How to Storyboard Your Presentation Lifehacker LinkedIn Malcolm Gladwell Management Tip of the Day Managers as Mentors Manish Tangri Michael E.

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Govindarajan Blog Kaplan Mentor 75

LDRLB

JULY 19, 2012

To celebrate the upcoming launch of LDRLB contributor Soren Kaplan’s new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs , we’ve arranged for a free webinar for the LDRLB community. Check out the details below and register today. Leading Disruptive Innovation. When: July 26, 2012. About Soren.

Webinar 118

Webinar Kaplan Disruptive Innovation Innovation 118

Six Disciplines

MARCH 21, 2011

Kaplan, one of the original creators of the Balanced Scorecard. Though executives may formulate an excellent strategy, it easily fades from memory as the organization tackles day-to-day operations issues, or what most think of as "fighting fires.". Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Kaplan 101

The Practical Leader

MARCH 29, 2023

. “The Acceleration Trap” is a major problem I’ve cited often from a classic series of Harvard Business Review articles by Heike Bruch, professor of leadership at the University of St. Busyness too often becomes the “fabric of the organization.” A leadership team retreat can help your team advance.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

LDRLB

MAY 23, 2012

During an organization’s start-up days, it’s much easier to test-drive new ideas since there’s not much to lose. In contrast, the most innovative leaders and companies continually engage customers to help them reinvent their offerings and their organizations. Innovation innovation kaplan Leadership'

Innovation 88

Innovation Kaplan Banking Incubator 88

LDRLB

APRIL 10, 2014

But look and the most innovative leaders and companies and you’ll see that they continually engage customers to help them reinvent their offerings and their organizations. Innovation Leadership innovation kaplan market research prototyping' Makes sense – why mess with a good thing? And they do so strategically.

Innovation 119

Innovation Kaplan Banking Early Adopters 119

LDRLB

JULY 17, 2012

And to top it off, most organizations are set-up to reward predictability and control – the exact opposites of what’s required to lead during disruptive times. Five personal leadership competencies are essential for success in today’s environment: A Leapfrogging Mindset. Data- Intuition Integration. To learn more, visit: [link].

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

Great Leadership By Dan

AUGUST 15, 2011

Here's a guest post by Paul Thornton, a Great Leadership regular: To produce healthy plants it takes the right amount of water, sunlight, fertilizer, and care. In a similar way, seasoned leaders know what it takes to help people and organizations achieve their potential. Bibliography Kaplan, R.E. and Kaiser, R.B.

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. One simple question lies at the heart of a continuous struggle that most leaders and organizations face: how do we succeed today while simultaneously creating the future? This one little question lies at the intersection of two big fields – leadership and innovation.

Innovation 113

Innovation Kaplan Short-term Long-term 113

LDRLB

MAY 23, 2012

Soren Kaplan is the author of Leapfrogging and a speaker, educator, and managing principal at InnovationPoint , where he teaches leaders how to create business breakthroughs. In contrast, the most innovative leaders and companies continually engage customers to help them reinvent their offerings and their organizations.

Innovation 141

Innovation Kaplan Banking Incubator 141

LDRLB

JANUARY 14, 2013

When it comes to business, great things can also happen when we apply the catalytic energy of the New Year to our teams and organizations. 2013 represents a great opportunity to leapfrog our mental models and innovate our way to breakthroughs for ourselves, our teams, our organizations and, of course, our customers.

Strategy 160

Strategy Leadership Innovation Uncertainty 160

Eric Jacobson

AUGUST 3, 2013

After 20 years of working with corporations to build a more diverse and inclusive culture, authors Mark Kaplan and Mason Donovan wrote, The Inclusion Dividend. These competencies are broad, touching all levels of the organization, from intrapersonal interactions to the organization’s interface with the marketplace.

Diversity 56

Diversity Kaplan Self-aware Long-term 56

Six Disciplines

APRIL 27, 2011

” (Trevor Hall, Servant-Leadership Blog). ”Overall, I found this book to be well-organized, yet a slow read because my brain kept exploding with ideas while reading selected units.” Skip Angel, Random Thoughts of a CTO). “What makes this book unique, not to mention worthwhile?

CTO 101

CTO Books Balanced Scorecard Norton 101

Strategy Driven

JULY 13, 2011

Pharmaceutical companies have long needed deep scientific-innovation leadership capabilities but relatively few general managers. Numerous organizations have subsequently advocated and implemented the balanced scorecard idea. As with the other measures, what is important varies by industry. Copyright (c) 2011. About the Authors.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62