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

First Friday Book Synopsis

DECEMBER 9, 2012

Nolan, and Shannon O’Donnell Leapfrogging: Harness the Power of Surprise for Business Breakthroughs Soren Kaplan The Talent Masters: Why Smart Leaders [.]. I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Harder Than I Thought: Adventures of a Twenty-First Century Leader Robert D. Austin, Richard L.

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Kaplan Blog Review Power 75

Michael Lee Stallard

SEPTEMBER 15, 2010

Today began with a drive East from my home in Connecticut to Saul Kaplan’s wonderful Business Innovation Factory Conference (called “BIF-6″) in Providence, Rhode Island. Driving into the sunrise on this sunny, clear day with a hint of Fall in the air was simply stunning. why is everyone smiling?

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Innovation Conference Kaplan Talent Management 210

LDRLB

APRIL 23, 2012

This is a guest post form Soren Kaplan. Leadership used to be all about purpose, vision, mission, motivation and communication. 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? The other domain is leadership.

Innovation 113

Innovation Kaplan Short-term Long-term 113

Harvard Business Review

MARCH 30, 2016

Effective executives understand the productivity and customer loyalty future depends as much on motivating and managing their machines as inspiring their people. “This goes to the heart of intelligent systems design,” asserts Jerry Kaplan, author of Humans Need Not Apply.

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Review Kaplan Kaizen Performance Review 8

Strategy Driven

NOVEMBER 21, 2011

Alternately, you may want to motivate the audience to take action – to support a policy change or maybe provide extraordinary effort to meet a new challenge. He also served as President of Kaplan College, a division of Kaplan Inc., Prior to joining Communispond, Bill was CEO of Digi-Block Inc.,

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Power Audience Kaplan Short-term 56

Strategy Driven

NOVEMBER 19, 2010

To motivate, persuade, sell, get buy-in, receive feedback, insure understanding, or impact an audience in any way, you need their attention. He also served as President of Kaplan College, a division of Kaplan Inc., Also listed are the free webinars Communispond sponsors and a schedule of upcoming public seminars.

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Planning Audience Succession Library 51

Harvard Business Review

OCTOBER 19, 2011

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. No one loves to do things just adequately," says Kaplan.

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Kaplan Management How To Self-aware 14

Harvard Business Review

AUGUST 22, 2011

Based on years of research into the daily lives of workers from a variety of companies, Teresa Amabile and Steven Kramer explain for the first time exactly how the inner work life of workers — their emotions, their perceptions, their motivations — influence performance and what exactly managers can do about it. By Robert Kaplan.

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Kaplan Christensen Books Disruptive Innovation 11

Harvard Business Review

JUNE 7, 2016

Professors Steve Kaplan at the University of Chicago and Morten Sorensen at Copenhagen Business School have analyzed over 2,600 ghSMART assessments of candidates for C-suite positions and concluded that boards often overweight amicability in their hiring decisions. That decisions take too long, and are re-opened too often?

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CEO Consensus Kaplan Morale 8

Harvard Business Review

SEPTEMBER 13, 2017

Much has been written on a leader’s role in motivating, engaging, and bringing out the best in others. Yet research suggests there is still much more that could be done. ” This passion gap is important because “passionate workers are committed to continually achieving higher levels of performance.”

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Servant Leader Greenleaf How To Kaplan 8

Harvard Business Review

OCTOBER 14, 2013

Kaplan and Michael E. The center will then tie the cost to patient-outcome measures, which will enable it to design a system that improves the quality of outcomes, motivates efficiency and improved capacity utilization, reduces costs, and assures patients and providers that any cost improvements will not reduce the quality of care delivered.

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Health Care Kaplan Porter Cost 8

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. Most of us face this reality each and every day. What am I passionate about? Hit pause before diving in.

Management 8

Management How To Norton Energy 8

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. She researches what makes people creative, productive, happy, and motivated at work. Consider " The Balanced Scorecard."

Creative Accounting 14

Creative Accounting Creativity GAAP Balanced Scorecard 14

Harvard Business Review

OCTOBER 31, 2018

Analysis of ghSMART assessments by Kaplan and Sorensen showed that the more likable leaders had higher odds of getting hired for any leadership position. The most important advice both for those looking to rebound and to prevent getting fired in the first place: Pick jobs in the “bull’s eye” of your skills and motivations.

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Career Kaplan Execution Learning-by-Doing 8

Harvard Business Review

MAY 23, 2011

Saul Kaplan is the Founder and Chief Catalyst of the Business Innovation Factory (BIF). "If all the year were playing holidays, to sport would be as tedious as to work." So yes, let's introduce an element of play to make the office more engaging — but let's not turn Monopoly into monotony. Follow him on Twitter at @skap5.

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Kaplan Health Care Incentives Sports 14

Harvard Business Review

OCTOBER 2, 2012

Kaplan and Robert Kaiser have done in the pages of HBR, and more recently Tony Schwartz has done on this site, we believe that a single strength by itself doesn't serve anyone well. Kaplan and Kaiser similarly described how either "forceful" or "enabling" behaviors could be taken too far and have negative consequences.

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Kaplan Definition Drucker Learning-by-Doing 15

Harvard Business Review

OCTOBER 2, 2012

Kaplan and Robert Kaiser have done in the pages of HBR, and more recently Tony Schwartz has done on this site, we believe that a single strength by itself doesn't serve anyone well. Kaplan and Kaiser similarly described how either "forceful" or "enabling" behaviors could be taken too far and have negative consequences.

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Kaplan Definition Drucker Learning-by-Doing 8

LDRLB

DECEMBER 28, 2012

Six Ways to Drive Employee Performance and Motivation – David Burkus on what really motivates performance. Ten Questions to Inspire Innovation – Soren Kaplan with ten questions that can be used to evoke more creative thinking. Five Ways to Spot a Leader in the Wild – Scott McDowell on how to judge top leadership talent.

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Strategy Kaplan Innovation Wilde 158

Harvard Business Review

JULY 18, 2016

A second motivation to lower pay is to reduce inequality. Thus, while the motivation to reduce inequality is sound, a focus on pay ratios may have similar unintended consequences – and could even increase inequality. However, attempts to curtail pay through regulation may backfire. What about equality?

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CEO Golden Parachute Politics Short-term 8