Author posts
Want to Retain American Jobs? Stop Blaming Globalization
Everything is cheap and nobody has jobs. Welcome to the future. President of the Federal Reserve Bank of Dallas fills us in on how we got here.
Robert Steven Kaplan on The Ownership Process
Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
Robert Steven Kaplan on The Meaning of Leadership
Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
Robert Steven Kaplan on the Leadership Crisis
Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
Robert Steven Kaplan on Building a Regimen of Learning
Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
Robert Steven Kaplan on Why You Can't Lead Alone
Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
Robert Steven Kaplan on The Challenges of Leadership
Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
Robert Steven Kaplan on What You Really Need to Lead
Contrary to popular belief, leadership really can be learned.
MASTERCLASS: What Does A Leader Do?, with Robert Kaplan
Over a 22-year career at Goldman Sachs, Robert S. Kaplan had the opportunity to run various businesses and to work with or coach numerous business leaders. He says that successful leadership is less often about having all the answers—and more often about asking the right questions. In Part 1 of The Leadership Challenge, Kaplan explores three strategic key questions that leaders need to ask themselves.
It's Time to Burst Your Own Bubble and Ask for Advice
It is not a weakness to ask a question or seek advice. I would argue the most insecure people are the ones who do not do that.
You Need Happiness to Make Money
Extrinsic motivators like status and money tend to be back-end loaded, they tend to be delayed. And so, as Robert Kaplan points out, we need short-term rewards.
Do You Know Your Own Strengths and Weaknesses?
How do you assess your own skills and how do you plan to improve them?
Money Doesn't Buy Happiness, But You Need Happiness to Make Money
Extrinsic motivators like status and money tend to be back-end loaded, they tend to be delayed. And so, as Robert Kaplan points out, we need short-term rewards.
Do You Know Your Own Strengths and Weaknesses? Most of Us Do Not.
How do you assess your own skills and how do you plan to improve them?
To Succeed, You Need to Play with Some Degree of Abandon
Robert Kaplan argues that leaders want to promote people who are authentic, and not afraid to take risks.
There's No Success Like Failure: Why You Need to Learn to Sing the Blues
Whether you're aware of it or not, your unconscious insecurities hold you back, and you need to be able to construct your failure narrative if you hope to reach your true potential.
5 Rules of the Road for Reaching Your Full Potential
Reaching your unique potential involves process, or specific steps that are required to take action.
You Are Not an Island. Three Steps to Building Real Relationships
In the age of social media we might have large networks but few if any real relationships.
How to Reach Your Potential
Success is not about meeting someone else's definition, but reaching your potential by defining success in your own terms.
Robert S. Kaplan is president and chief executive of the Federal Reserve Bank of Dallas. Previously, he was the Senior Associate Dean for External Relations and Martin Marshall Professor of Management Practice in Business Administration at Harvard Business School. He is also co-chairman of Draper Richards Kaplan Foundation, a global venture philanthropy firm, as well as chairman and a founding partner of Indaba Capital Management. Before joining Harvard in 2005, Kaplan was vice chairman of the Goldman Sachs Group with responsibilities for Global Investment Banking and Investment Management.
He has written several books on leadership and goal development, including 'What You're Really Meant To Do: A Road Map For Reaching Your Unique Potential' published by Harvard Business Review Press. You can read his most recent essay here.
