Leading Blog

AUGUST 19, 2011

While we might like to think otherwise, here is a fact about successful leaders: Successful leaders go through significant periods of time in which they feel confused, discouraged, and unsure of themselves and their decisions. And un successful leaders go through the same thing. Succession Planning and Delegation.

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 presidency the range of attributes necessary for full success in the job”— James Fallows. No real-world human being brings to the U.S.

Bureaucracy 276

Bureaucracy Kaplan Drucker Politics 276

leaderCommunicator

SEPTEMBER 13, 2013

Welcome to my weekly round-up of top leadership and communication blog posts. By: Elle Kaplan via Inc As the CEO of a mission-driven, socially-conscious firm, I’ll be the first to tell you that vision and values are crucial, but it takes more than big-picture thinking…. What were some of the top leadership articles you read this week?

CEO 121

CEO Kaplan Leadership Cooper 121

Leadership Freak

AUGUST 19, 2012

Soren Kaplan in Leapfrogging Kaplan offers a “finding your future [.]. Preparation prevents reaction. Prepare for future failures so you won’t end up caught in the snare of fear. One way to combat our fears is to hit them head-on.”

Kaplan 197

Kaplan Positioning Stress Books 197

Leading Blog

SEPTEMBER 12, 2012

Each chapter defines the objective, the context and the challenge—and then what success looks like and the pitfalls you might encounter. Third, there are tools that I have found valuable in my work with some of the most successful organisations in the world." Well thought out and helpful.

Strategy 281

Strategy Books Balanced Scorecard Mauborgne 281

Coaching Tip

NOVEMBER 22, 2013

We have all been trained that the more control we have, the more successful we will be. Success depends on our ability to interpret and respond to unexpected good and bad events , unanticipated customer comments and other surprising experiences. Rather, introducing new blood into a creative team enhances the likelihood of success.

Innovation 126

Innovation Kaplan Diversity Open-book 126

Coaching Tip

AUGUST 26, 2015

A person's conception of leadership matters because it will likely have a strong influence on how he or she processes the writings, leadership coaching , and development practices he or she experiences. That power can work against us, in that it undermines our ability to get to a widely shared understanding of leadership.

Leadership 70

Leadership Kaplan eBook Sports 70

Leadership Freak

JANUARY 3, 2013

I asked the “expert on surprise,” Soren Kaplan, “If you could [.]. Extraordinary leaders realize surprise is a catalyst not an enemy. Reject surprises to your own peril. Surprise energizes innovation.

Kaplan 203

Kaplan Uncertainty Innovation Planning 203

Mills Scofield

MAY 14, 2014

Last year, in a discussion on the paradox of integrity, trust and vulnerability with John Hagel, Saul Kaplan, Mike Waite , President of Menasha Packaging Corp. MPC) and myself, shared how integrity is key to Menasha’s success."

Efficiency 127

Efficiency Kaplan Innovation Strategy 127

Leadership Freak

AUGUST 1, 2012

The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.]. I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails.

Kaplan 201

Kaplan Uncertainty Power Motivation 201

Coaching Tip

JULY 25, 2012

We have all been trained that the more control we have, the more successful we will be. Success depends on our ability to interpret and respond to unexpected good and bad events , unanticipated customer comments and other surprising experiences. Soren Kaplan: Leapfrogging: Harness the Power of Surprise for Business Breakthroughs.

Kaplan 90

Kaplan Cost Uncertainty Travel 90

LDRLB

MAY 8, 2013

All companies, whether they are successful with innovation or not, have one thing in common: they have their own “personalities.” LEAPS Innovation Leadership Competencies. Innovation Leadership creativity innovation kaplan organizational culture' KEY Creativity Climate (Harvard). That’s the source of real innovation.

Innovation 162

Innovation Kaplan Download Creativity 162

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.

Innovation 128

Innovation Kaplan Power Diversity 128

First Friday Book Synopsis

MAY 27, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Breaking Out: How to Build Influence in a World of Competing Ideas John Butman What You’re Really Meant to Do: A Roadmap for Reaching Your Unique Potential Robert Steven Kaplan The UnStoppables: Tapping Your Entrepreneurial […].

Kaplan 75

Kaplan Blog Hamel Handbook 75

Leading Blog

AUGUST 31, 2011

Steve Jobs Broke Every Leadership Rule. Five Characteristics of a Successful Leader by @markdmckinney. profkjmoore: Video: Refining the leadership vision This week's video interview with Wharton's Stew Freidman. BloombergTV: Harvard's Kaplan on Leadership Techniques - Video. Deseret News: The age of entitlement.

Kaplan 243

Kaplan Maslow Video Guidelines 243

First Friday Book Synopsis

JUNE 30, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Adapt: Why Success Always Starts with Failure Tim Harford Lifehacker: The Guide to Working Smarter, Faster, and BetterAdam Pash and Gina Trapani Negotiation Brian Tracy What the Dog Saw: And Other Adventures Malcolm Gladwell Managers as […].

Govindarajan 75

Govindarajan Blog Kaplan Mentor 75

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. Innovation innovation kaplan Leadership'

Innovation 114

Innovation Kaplan Short-term Long-term 114

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. Failure to Focus On Strategy The senior leadership team will often spend less than an hour a month reviewing and discussing the strategic plan. If you aren’t sure, you’re not alone. That rests with reason #2.

Strategic Planning 78

Strategic Planning Balanced Scorecard Planning Kotter 78

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. Recently my company published our latest research on how companies execute that revealed 67% fail.

Execution 211

Execution Strategy Kleiner Norton 211

Leadership Freak

AUGUST 1, 2012

The more fearful we are the more pessimistic we grow about the future,” Soren Kaplan, author of, Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs. [.]. I’m a huge fan of “just go do something,” but a world filled with options and uncertainty paralyzes. When fear prevents the next step, pessimism prevails.

Kaplan 100

Kaplan Uncertainty Power Motivation 100

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. Great leaders have the wisdom to know what actions are needed and necessary to achieve success. Bibliography Kaplan, R.E. and Kaiser, R.B. Developing Versatile Leaders.”

Kaplan 251

Kaplan Planning Review Learning-by-Doing 251

LDRLB

OCTOBER 22, 2012

In the world of business leadership and entrepreneurship, persistence is often touted as one of the key success attributes. In a 2011 study conducted by professors at the University of Chicago Booth School of Business, persistence was found to be one of the strict criteria for successful CEOs. Bob Parsons.

Power 167

Power Kaplan Entrepreneur Learning-by-Doing 167

CO2

AUGUST 14, 2017

According to Robert Kaplan, creator of the Balanced Scorecard, the main cause of strategic planning failure is poor execution. The senior leadership team will often spend less than an hour a month reviewing and discussing the strategic plan. If you aren’t sure, you’re not alone. To be clear, this is not the employees’ fault.

Strategic Planning 60

Strategic Planning Balanced Scorecard Planning Kotter 60

LDRLB

JULY 17, 2012

Five personal leadership competencies are essential for success in today’s environment: A Leapfrogging Mindset. 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. To learn more, visit: [link].

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. Role model these things every day.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Strategy Driven

NOVEMBER 19, 2010

He also served as President of Kaplan College, a division of Kaplan Inc., Visit www.Communispond.com for free access to numerous articles, audiocasts, videocasts and e-newsletter subscriptions. Prior to joining Communispond, Bill was CEO of Digi-Block Inc., a K-12 education publisher focusing on mathematics.

Planning 51

Planning Audience Succession Library 51

LDRLB

JANUARY 14, 2013

Scott Cook, Founder of Intuit, credits this unusual mantra as one of the pillars of his company’s long-term success. And so these strategies should be applied over time, through a journey that typically involves experimentation, setbacks and successes.

Strategy 160

Strategy Leadership Innovation Uncertainty 160

Coaching Tip

FEBRUARY 15, 2012

When top executives compare their top priorities to their time use, "they are usually surprised about the mismatch," says Robert Steven Kaplan, a professor of management practice at Harvard Business School. Successful corporate women manage the home front as well, if not better, than their careers. You can have it all.

Execution 112

Execution Management Download Kaplan 112

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). “What makes this book unique, not to mention worthwhile?

CTO 101

CTO Books Balanced Scorecard Norton 101

Strategy Driven

NOVEMBER 26, 2010

He also served as President of Kaplan College, a division of Kaplan Inc., Visit www.Communispond.com for free access to numerous articles, audiocasts, videocasts and e-newsletter subscriptions. Prior to joining Communispond, Bill was CEO of Digi-Block Inc., a K-12 education publisher focusing on mathematics.

Library 71

Library Kaplan Newsletter Audience 71

Harvard Business Review

MAY 7, 2013

Robert Steven Kaplan , author of What You''re Really Meant to Do , explains how to reach your unique potential. Leadership Managing yourself Personal effectiveness'

Kaplan 8

Kaplan Succession Management Leadership 8

Chartered Management Institute

MAY 23, 2011

Related Content: Decision Making and Overcoming Indecisiveness To what extent does your organisation value Authentic Leadership? Measuring performance of the MD through hard, soft, personal and strategic measurements and bring all these measurements together in a coherent manner. Can you force innovation? Revised Checklist to help you.

Long-term 63

Long-term Succession Content Innovation 63

Chartered Management Institute

MAY 23, 2011

Related Content: Decision Making and Overcoming Indecisiveness To what extent does your organisation value Authentic Leadership? Measuring performance of the MD through hard, soft, personal and strategic measurements and bring all these measurements together in a coherent manner. Can you force innovation? Revised Checklist to help you.

Long-term 49

Long-term Succession Content Innovation 49

Harvard Business Review

MARCH 30, 2016

Empowering smart machines to — pun intended — live up to their potential may well become the essential new 21st-century leadership skill. “This goes to the heart of intelligent systems design,” asserts Jerry Kaplan, author of Humans Need Not Apply. “Why would you treat them differently?

Review 8

Review Kaplan Kaizen Performance Review 8

Harvard Business Review

JUNE 7, 2016

While his intentions were admirable at first glance, his leadership style was ultimately hurting his team, his investors, and himself. Though Christine’s leadership team are all individually strong performers, they had become ineffective and burned out from chasing too many changing priorities.

CEO 8

CEO Consensus Kaplan Morale 8

Harvard Business Review

MARCH 30, 2015

Leadership & Managing People Book. Robert Steven Kaplan. If you knew you were going to be highly successful in your career, what job would you pursue today? This article was adapted from What You’re Really Meant to Do , by Robert Steven Kaplan. Adapted from. Add to Cart.

Self-aware 8

Self-aware Kaplan Career Learning-by-Doing 8

Harvard Business Review

OCTOBER 31, 2018

Executives who saw their mistakes as failures were 50% less successful than those who took a more learning/growth-oriented approach. Analysis of ghSMART assessments by Kaplan and Sorensen showed that the more likable leaders had higher odds of getting hired for any leadership position. times more likely to be hired.

Career 8

Career Kaplan Execution Learning-by-Doing 8