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

Coaching Tip

NOVEMBER 22, 2013

And, during the process of creating breakthroughs, surprises inevitably crop up along the way. In LEAPFROGGING , author Soren Kaplan reveals why this command-and-control mindset is exactly what stymies innovation. The leapfrogging life cycle that Kaplan describes in his book is not a step-by-step how to guide.

Innovation 126

Innovation Kaplan Diversity Open-book 126

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

Coaching Tip

JULY 25, 2012

And, during the process of creating breakthroughs, surprises inevitably crop up along the way. In LEAPFROGGING , author Soren Kaplan reveals why this command-and-control mindset is exactly what stymies innovation. The leapfrogging life cycle that Kaplan describes in his book is not a step-by-step how to guide.

Kaplan 90

Kaplan Cost Uncertainty Travel 90

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. There are only a few options such as Palladium Execution Premium Process™ (XPP ) developed by Drs. Kaplan and David P.

Execution 211

Execution Strategy Kleiner Norton 211

HR Digest

MARCH 9, 2020

Situational judgment tests are a standard part of the recruitment process nowadays. 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

Team 69

Team Kaplan Attrition Survey 69

Leading Blog

JANUARY 10, 2018

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. In short, they lack interpersonal skills. We are all a work-in-progress.

Career 190

Career How To Kaplan Emotional Intelligence 190

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. The other domain is leadership. Leadership used to be all about purpose, vision, mission, motivation and communication. Provide an innovation vision – Create a vision for innovation.

Innovation 114

Innovation Kaplan Short-term Long-term 114

LDRLB

NOVEMBER 14, 2012

Most leaders and organizations continually seek out new strategies, processes, and tools. The implications are vast – from leadership to innovation to product design to personal lifestyle design. But how often do we step back and ask, what should we remove, eliminate, or simplify? Forget about “less being more”.

Kaplan 163

Kaplan Policies Constraint Innovation 163

Six Disciplines

MARCH 21, 2011

Kaplan, one of the original creators of the Balanced Scorecard. Strategy forumulation needs to be a continual process - not an annual event. Companies need a formal process for using strategic objectives to set priorities for where operational improvements can have the largest impact on strategy execution.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Kaplan 101

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. Results and Process Some leaders only focus on results. Results are important but so is process—how things are done. Bibliography Kaplan, R.E. Results count!

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

LDRLB

JULY 17, 2012

Christensen calls these attributes “discovery skills” which are all focused on the front-end of the innovation process related to identifying new opportunities. Five personal leadership competencies are essential for success in today’s environment: A Leapfrogging Mindset. Most companies assume surprises should always be avoided.

Disruptive Innovation 133

Disruptive Innovation Innovation Christensen Kaplan 133

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. This one little question lies at the intersection of two big fields – leadership and innovation. The other domain is leadership. Leadership used to be all about purpose, vision, mission, motivation and communication. Provide an innovation vision – Create a vision for innovation.

Innovation 113

Innovation Kaplan Short-term Long-term 113

First Friday Book Synopsis

APRIL 15, 2011

Kaplan and David P. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Robert S. 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

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. Time to Assess How Your Team Uses Time We often work with leadership teams on their use of individual and collective time.

Kaplan 52

Kaplan Porter Absenteeism Participative 52

LDRLB

JANUARY 14, 2013

And they’ll go through this same iterative process many times to get it right. It’s not always easy to challenge existing assumptions, processes, and ways of working. The goal is to sponsor and conduct low-risk experiments to test and validate a variety of new opportunities. Using this approach, failure doesn’t exist, only learning.

Strategy 160

Strategy Leadership Innovation Uncertainty 160

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. Examine Your Talent Acquisitions and Talent Management Systems – Reduce unintended bias in formal systems and processes.

Organization 50

Organization Kaplan Diversity How To 50

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. Examine Your Talent Acquisitions and Talent Management Systems – Reduce unintended bias in formal systems and processes.

Diversity 56

Diversity Kaplan Self-aware Long-term 56

Mills Scofield

JUNE 1, 2015

Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. When I think about my time at Brown, I think about one of my housemates working on a computer science project, describing the mystery of the deep web and the power of torrent — and blowing my mind in the process.

Kaplan 70

Kaplan Wilde Learning-by-Doing Class 70

Mills Scofield

JUNE 1, 2015

Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. When I think about my time at Brown, I think about one of my housemates working on a computer science project, describing the mystery of the deep web and the power of torrent — and blowing my mind in the process.

Kaplan 70

Kaplan Wilde Learning-by-Doing Class 70

Six Disciplines

APRIL 27, 2011

The book is filled with concrete examples, processes and checklists that will help a business owner in creating a successful business.” ” (Trevor Hall, Servant-Leadership Blog). Skip Angel, Random Thoughts of a CTO). ” (Bud Bilanich, The Common Sense Guy). “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. Kaplan and Norton point out that customer satisfaction, internal business processes, learning, and revenue growth are important drivers of long-term performance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Strategy Driven

NOVEMBER 19, 2010

Sometimes you can infer the way someone will process the information based on his or her job function. The thought process of HR professionals often will focus on people, while the accountants may focus more on quantitative information – the what , as opposed to the who. a K-12 education publisher focusing on mathematics.

Planning 50

Planning Audience Succession Library 50

Harvard Business Review

AUGUST 22, 2011

By Robert Kaplan. Robert Kaplan identifies seven key areas that merit self-reflection and guides managers and executives through a series of questions and assessments that will help them improve their leadership skills. Winning the War for Talent in Emerging Markets: Why Women are the Solution.

Kaplan 12

Kaplan Christensen Books Disruptive Innovation 12

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. Each Mayo Clinic value-improvement project must: gain senior leadership support, including an approved charter.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

OCTOBER 31, 2018

In our study, when the interview process included expert third-party assessors engaged by employers to prevent hiring mistakes, 33% of executives who had been previously fired were recommended for hire — compared to 27% of candidates who had never been fired. Our research with SAS found that highly confident candidates were 2.5

Career 8

Career Kaplan Execution Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 2, 2015

This kind of opinion giving may be quite appropriate and adequate in any number of situations, but it doesn’t constitute leadership. Leadership requires much more. Leadership & Managing People Book. Robert Steven Kaplan. He had not applied a leadership mind-set in his work on this project assignment.

Project 8

Project Advice Learning-by-Doing Productivity 8

Harvard Business Review

MAY 18, 2017

Kaplan’s balanced scorecard or Clayton Christensen’s disruptive innovation. “The Processes of Organization and Management” (1998) explains why Garvin and others had grown so interested in using processes as a window into general management. . He didn’t produce one signature idea, like Robert S.

Management 9

Management Balanced Scorecard NPV Article 9

Mills Scofield

FEBRUARY 11, 2014

Sam Gilman and Andrew Kaplan , college juniors started Common Sense Action in 2012 with one chapter. And we honor that disagreement as a necessary part of a responsibly partisan process. Ultimately what emerged from this process was an Agenda for Generational Equity that plays between the 40 yard-lines. Well, it''s happening.

Kaplan 194

Kaplan Policies Politics Chief Executive Officer 194