Leading Blog

DECEMBER 25, 2011

In all of this information there is the sense too, that perhaps we have lost the wisdom we need and that maybe some new thing will help us to avoid what we already know and don’t want to do. These books speak to our need to rethink our core thinking, beliefs and motivations—to do the uncomfortable. Steve Jobs by Walter Isaacson.

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Books Forrester Kahneman Kaplan 284

Leading Blog

SEPTEMBER 12, 2012

Where do we want to go? Part of thinking like a strategist is learning to recognize unplanned opportunities and reacting. “Strategy is about shaping the future,” writes Max McKeown. There are five basic questions that strategy tries to answer: Where are we? What changes have to be made? How should changes be made?

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Strategy Books Balanced Scorecard Mauborgne 281

Leading Blog

JANUARY 10, 2018

W HY DO SOME careers stall while others flourish? 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. I’ve got this.” Version 1.0’s

Career 190

Career How To Kaplan Emotional Intelligence 190

Mills Scofield

OCTOBER 7, 2018

Saul Kaplan Starting Day 2 of BIF - Photo by Stephanie Alvarez Ewens. Stories are how we learn from the very beginning. Stories aren’t a “do this, do that, then this happens.” The network, along with many of our privileged lives, has the potential for doing good. Profound, personal, hopeful, cautious.

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Kaplan Guidelines Learning-by-Doing Media 91

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. Teams that have interdepartmental interactions do better.

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Team Kaplan Attrition Survey 69

Great Leadership By Dan

AUGUST 24, 2017

To support the organization’s leaders to execute the strategy and bridge the gap, it conducted a program called Leading to Win in Asia Pacific and focused on collaboration and learning the skills of execution. Kaplan and David P. Follow Through Once engagement is built, how do you maintain and sustain the momentum?

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Execution Strategy Kleiner Norton 211

Tanveer Naseer

JULY 12, 2016

Diva-style leaders who ignore that mordant reminder of humility are unlikely to build anything that lasts longer than they do. The following is a guest piece by Joel Peterson, Chairman of JetBlue, with David A. Self-promoting divas and power-hoarding executives destroy organizational trust. Then came the tempest.

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Kaplan CEO Real Estate CFO 100

LDRLB

JULY 17, 2012

Leading disruptive innovation requires a mindset focused on leapfrogging – creating or doing something radically new or different that produces a significant leap forward. Adaptive planning is an approach where action leads to results, we learn from them, and then we modify assumptions and approaches accordingly. Boundary Pushing.

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Disruptive Innovation Innovation Christensen Kaplan 133

Coaching Tip

AUGUST 26, 2015

Once you have developed an ownership mind-set and are willing to take responsibility for learning to be a leader, you will improve your effectiveness by empowering others to act in the same way. However, you can't do this alone. . It involves a process of learning and being open to adapting your behaviors. .

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Leadership Kaplan eBook Sports 70

Great Leadership By Dan

AUGUST 15, 2011

The best gardeners learn through experience and reflection what flowers need to grow and develop. Plan and Do Planning is important, but so is execution. Of course some leaders do just the opposite. They’re busy having meetings, doing power point presentations but making no improvements in the operation. and Kaiser, R.B.

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Kaplan Planning Review Learning-by-Doing 251

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. Build Relationships with People Who Are Different – Leaders who do not get out of their comfort zones limit their own development. Sameness begets sameness.

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Organization Kaplan Diversity How To 50

Mills Scofield

JUNE 1, 2015

It is through eclectic, diverse, and seemingly random relationships, interactions and friendships that we learn and then change the world. Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. So much of our learning is from each other and I have learned so much from him over the past 3 years.

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Kaplan Wilde Learning-by-Doing Class 70

Mills Scofield

JUNE 1, 2015

It is through eclectic, diverse, and seemingly random relationships, interactions and friendships that we learn and then change the world. Andrew Kaplan eloquently sums this up in his post below he wrote right before graduation. So much of our learning is from each other and I have learned so much from him over the past 3 years.

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Kaplan Wilde Learning-by-Doing Class 70

The Empowered Buisness

JULY 6, 2015

Do you know how many years you have to go to school to become a doctor? Do you know how much money it costs? So how do we know which type of buyer we’re dealing with? Then you’ll learn how to build two distinct sales presentations – one for Pain and one for Gain-based buyers. Guest Article by Dan Seidman.

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Motivation How To Kaplan Automotive 100

The Horizons Tracker

OCTOBER 30, 2019

While it’s perhaps fair to say that the clarion call of these towns has not been met with the gusto with which populist politicians were elected to do provide, there is nonetheless a clear desire to do better for communities that have become unloved and un-listened to.

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Incubator Diversity Kaplan Objective 49

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. Build Relationships with People Who Are Different – Leaders who do not get out of their comfort zones limit their own development. Sameness begets sameness.

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Diversity Kaplan Self-aware Long-term 54

Strategy Driven

NOVEMBER 26, 2010

It could be a hobby, or your kids, or what you do at work. Click here to learn more about Communispond’s LearnTo Library. Well, you’re not alone. It’s well known that public speaking or presenting is one of the scariest activities for businesspeople. Your associates are the voice and the face of your business.

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Library Kaplan Newsletter Audience 70

Strategy Driven

NOVEMBER 19, 2010

Therefore, one of the very first things you should do when you’re crafting your presentation is to analyze your audience. Do your key decision makers want you to net it out, give the big picture, and then give the details? How do you get the needed information? At the heart of every employee is talent.

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Planning Audience Succession Library 50

Harvard Business Review

OCTOBER 26, 2017

Setting tough goals, establishing processes to reach them, carrying out those processes and carefully learning from them — these steps should characterize the unending daily life of the organization at every level. How do you transition into such a company? The projects aimed to have people experiment with innovation.

Management 8

Management Kaplan Short-term Innovation 8

Harvard Business Review

MARCH 30, 2016

They learn fast, work hard, and certainly complain less. Who retrains “machine learning” underachievers? When sophisticated robots — Fidelity robo-advisers, Uber autonomous cars, Watson’s medical diagnoses — behave in ways that make customers nervous, how do they get the feedback essential to improvement?

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Review Kaplan Kaizen Performance Review 8

LDRLB

JANUARY 14, 2013

Here are four strategies any leader can use to jump-start the New Year: Strategy #1: Define Your “ Leapfrogging ” Opportunity – promote big thinking that involves challenging assumptions and “changing the game” in whatever you’re doing. What do we know deep down to be true that data can’t tell us? Comprehensive data rarely exist.

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Strategy Leadership Innovation Uncertainty 160

Harvard Business Review

AUGUST 22, 2011

Learn how to master the art of the performance review: define job responsibilities, set goals, assess performance, provide recognition, and create development plans. and Are Ready to Do It Again. By Robert Kaplan. By Dick Grote. By Nicholas Dunbar. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators.

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Kaplan Christensen Books Disruptive Innovation 12

Harvard Business Review

OCTOBER 19, 2011

Do you have a perfectionist on your team? It's when it becomes an obsession that it's a problem," says Robert Steven Kaplan, a Professor of Management Practice at Harvard Business School and author of What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential. Yes and yes.

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Kaplan Management How To Self-aware 14

Harvard Business Review

MAY 14, 2013

Check out these new and forthcoming books from HBR Press: What You''re Really Meant to Do: A Road Map for Reaching Your Unique Potential. By Robert Steven Kaplan. How do you create your own definition of success — and reach your unique potential? Are you doing what you''re really meant to do? By Michael D.

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Books Kaplan Definition Influence 8

Harvard Business Review

SEPTEMBER 20, 2012

Why not just get better at what we already enjoy and do well, and stay away from what we don't? Kaplan and Robert Kaiser demonstrated so persuasively in an HBR article several years ago. Over the years, I've learned that too much righteous honesty, unmediated by empathy, can be hurtful and counterproductive. Both are necessary.

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Kaplan Maslow Learning-by-Doing Positioning 15

Harvard Business Review

MARCH 30, 2015

Have you ever noticed that highly effective people almost always say they love what they do? If you ask them about their good career fortune, they’re likely to advise that you have to love what you do in order to perform at a high level of effectiveness. It has more to do with your heart than your head. Adapted from.

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Self-aware Kaplan Career Learning-by-Doing 8

Harvard Business Review

OCTOBER 31, 2018

We also found that leaders can do some specific things to make sure that a major setback doesn’t become a career-killer. Executives who have faced failure and learned from it can demonstrate resilience, adaptability, and self-awareness prized in leaders. While they own their mistakes, they do so without guilt or shame.

Career 8

Career Kaplan Execution Learning-by-Doing 8

Harvard Business Review

FEBRUARY 24, 2015

TSC has been plugging along, doing the hard work of figuring out what makes certain products more sustainable than others. Rob Kaplan, Director of Sustainability at Walmart, gave an example of this important difference using electronics. So think about what Walmart can do now. Will they pay more at times, and for what?

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Productivity Products Supply Chain Kaplan 8

Harvard Business Review

OCTOBER 14, 2013

Kaplan and Michael E. The project requires clinicians to learn process mapping and cost-accounting tools that are not taught in medical school or residency. The health care industry has survived economically by cross-subsidizing margin shortfalls in one activity with the revenues generated from others.

Health Care 8

Health Care Kaplan Porter Cost 8

Harvard Business Review

SEPTEMBER 13, 2017

” Robert Kaplan, author of What You’re Really Meant to Do , states that “numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the job, and performing at a high level.” What are ways you hope to develop, learn, or grow with this experience?

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Servant Leader Greenleaf How To Kaplan 8

Harvard Business Review

DECEMBER 6, 2013

I’ve always found that companies that aspire to do extraordinary things, leaders who aim to challenge the limits of what’s possible in their fields, develop a “vocabulary of competition” that captures the impact they’re trying to have, the difference they’re trying to make, the future they’re hoping to create.

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Innovation Kaplan Insurance Business Model 9

Harvard Business Review

APRIL 19, 2011

During my six years as an accidental bureaucrat, after spending twenty-five years in the private sector, my friends often wondered how I could do it. All organization leaders must learn how to do R&D for new business models. Saul Kaplan is the Founder and Chief Catalyst of the Business Innovation Factory (BIF).

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Business Model Kaplan Finance Health Care 14

Harvard Business Review

JANUARY 24, 2017

The frequently cited research of Robert Kaplan and David Norton shows that more than 90% of employees don’t fully understand their company’s strategy or know what’s expected of them to help achieve company goals. What are the possible discomforts, and what can you do about them? Take Ownership. Filter Priorities.

Management 8

Management How To Norton Energy 8

Harvard Business Review

AUGUST 9, 2018

In doing so, they miss out on a huge opportunity. The nonprofit model has a strategic edge beyond tax exemption, and the best nonprofit leaders learn to leverage it. This is hard to do. After years of working in tech startups, which strive to transform underdog status into competitive advantage, I dove into the nonprofit world.

Strategy 9

Strategy Market Segmentation Crisis Entrepreneur 9

Harvard Business Review

NOVEMBER 29, 2010

Created by Robert Kaplan and David Norton in the 1990s, this system for assessing organizational performance builds on, but goes way beyond, traditional accounting methods. And in what other realms, besides accounting, do leaders ignore the possibility of novel — and appropriate — ideas? "Creative accounting" is really bad.

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Creative Accounting Creativity GAAP Balanced Scorecard 14

Harvard Business Review

MARCH 9, 2011

We can and must recognize the unique challenges of young men and we had better start doing something about it now. He notes that if today's trends continue unaltered, the last young man in the US to get a college degree will do so in 2068. Stubborn gender wage gaps for comparable work are unacceptable and must be closed. Scary stuff.

Education 14

Education Kaplan Trends Learning-by-Doing 14

Harvard Business Review

MARCH 15, 2011

I agree, but it has less to do with luck than with a concerted effort to create a life that works for me. I've learned over time that life doesn't just happen; it must be created, and I'm the architect in charge of designing it. In the past I've counseled junior colleagues by asking them what they wanted to do with their careers.

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Kaplan Short-term Career Long-term 14