Robert S. Kaplan Quotes

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All quotes by Robert S. Kaplan: Decisions Giving Risk Strategy Struggle Values Vision more...
  • One reason leaders don't delegate is they haven't been sufficiently clear with the team regarding their vision and key priorities - so that the team understands where the firm is going. If everyone is on the same page, it's a lot easier to delegate effectively.

    Source: bobmorris.biz
  • Personal relationships are often based on affection - professional relationships can have affection but they must have mutual understanding, trust and respect.

    Source: bobmorris.biz
  • We have all had injustice happen to us. It often shapes our failure narrative. For example, maybe you were fired and not you don't trust colleagues as easily in the future. You may not overcome injustice but you need to be aware of how it affects you today. You can't avoid injustice but that doesn't mean you need to be a prisoner of it.

    Source: bobmorris.biz
  • Authenticity is critical to leadership. That means trying to be yourself - this involves some self-disclosure, admitting what you don't know and being willing to ask questions.

    Source: bobmorris.biz
  • Without strong visionary leadership, no strategy will be executed effectively.

    "Strategy Execution and the Balanced Scorecard". Interview with Martha Lagace, hbswk.hbs.edu. August 11, 2008.
  • Reaching your potential is a disciplined process. Like losing weight or getting in shape - there is no final destination and it requires you to dust off atrophied muscles. You have to work at it. If you do, I think you will dramatically improve your leadership.

    Source: bobmorris.biz
  • Education has been critical. First at Kansas and then at Harvard Business School. It helped me build the confidence that I could go out and do things in the world. It taught me to put myself in the shoes of a decision maker and figure out what I would do if I were in his/her shoes. This is why I am a big believer in education as a foundation for reaching your unique potential.

    Source: bobmorris.biz
  • The vision must be realistic - it has to be based on clear distinctive competencies. Again, what would the world lose if you didn't exist? A vision is very powerful because it gives you a basis to judge every action you take. Every action should be viewed through the prism of whether it furthers the vision.

    Source: bobmorris.biz
  • Business education must constantly be changing and being updated to improve the quality of the student experience. On line courses will be a key part of supplementing course offerings and providing opportunities for life-long learning. Like any industry, business schools must continue to think and re-think how they add value to students and create thought leadership.

    Source: bobmorris.biz
  • I loved my career at Goldman Sachs. I believed in business principle number 1: if the client succeeds, our own success will follow. This principle formed the basis for my career and my leadership style.

    Source: bobmorris.biz
  • Great companies create an environment in which employees act like owners. They do this through clear communication, articulation of clear vision and priorities, coaching and openness to debate/discussion. I would argue that this type of environment helps people to be at their best - and helps the company to be at its best.

    People  
    Source: bobmorris.biz
  • Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.

  • There are three main areas of focus: vision, priorities and alignment. It is critical to articulate a clear vision - how do we add value based on what key competences? Some leaders fail to be clear enough or fail to update the vision based on changes in their industry and in the world.

    Focus  
    Source: bobmorris.biz
  • Vision and priorities should precede actions. Actions should be judged through the prism of how the firm adds value and the key competencies it seeks to build.

    Source: bobmorris.biz
  • You're changing, the world is changing, and your hopes and aspirations are regularly being updated. That's why I say this is a life long struggle - for everybody.

    Source: bobmorris.biz
  • I like films about people who figured out what they believed and had the guts to act on it in a way that added value to others. So, there are lots of movies that have characters who did that. I'll pick an odd one - Stranger Than Fiction because I really liked the movie - particularly the offbeat cookie maker. You'll have to see the movie to see what I mean. The movie also reinforces that you can be the author of your own script.

    People  
    Source: bobmorris.biz
  • Business and leadership is about the future. What worked five years ago is unlikely to work tomorrow.

    Source: bobmorris.biz
  • There are multiple ways to solve a problem and add value. There are seldom right answers. So, you've got to use your abilities to diagnose a situation and use your best judgment on what to do and how to do it. You WILL make mistakes - when you do, admit them and go back and try to fix them. I don't know is often the right answer.

    Source: bobmorris.biz
  • If you're the smartest person in the room, it can sometimes be hard to learn to delegate - the person to whom you're delegating will do the task worse than you would - and it will annoy you!

    Source: bobmorris.biz
  • Managing risk is very different from managing strategy. Risk management focuses on the negative-threats and failures rather than opportunities and successes.

  • Why do leaders fail? Isolation and inability to learn. They are afraid to express doubt, admit vulnerability or seek advice from subordinates. Leaders must actively work to seek feedback and a reality check. They must be open to asking questions and framing issues. As the world becomes more complex and global, the risk of isolation becomes greater. The need for leaders to be open to learning becomes greater. Great leaders will need to ask the right questions and balance inquiry with advocacy.

    Source: bobmorris.biz
  • Leadership is a team sport - learning to work with others is a critical skill. This means articulating a clear vision, setting priorities, giving coaching, getting coaching and learning to seek advice from the team. All these activities

    Source: bobmorris.biz
  • Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

    "Strategy Execution and the Balanced Scorecard". Interview with Martha Lagace, hbswk.hbs.edu. August 11, 2008.
  • Rather than the word career, I prefer to discuss how you make a positive I pact on the world. This could mean raising your children, professional activities, non-profit work, or various other actions you take that impact others. I have found that, at all ages, people want to be needed and play a role in impacting the world.

    People  
    Source: bobmorris.biz
  • As a leader, it is often better to ask the right questions and listen than to have all the answers.

    Source: bobmorris.biz
  • Change efforts happen when a firm is out of alignment with achieving its vision. If the organization has broad buy-in on a clear vision, the need for change becomes much clearer. It also helps to over-communicate what you're doing and why you're doing it. Lastly, the leadership needs to spend as much time on "how" changes are being made and "what" changes are being made. Human beings are involved and there are winners and losers.

    Source: bobmorris.biz
  • There is usually a clock in our heads regarding decisions we make and the course of our lives. Sometimes this clock is helpful in that it get us to move rather than put off key actions. Other times, it creates us false sense of urgency that can cause us to overreact, lost patience and make poor decisions. In raising this issue in my book, I want people to be aware of the clock in their heads and question whether that clock is helping or hindering the quality of each particular decision.

    People  
    Source: bobmorris.biz
  • There's a step that leaders need to take; they've got to understand themselves.

    Source: bobmorris.biz
  • You never do arrive at a destination. You have to work at it and take ownership of the process. What resonates at age 25 is likely to change by age 35 and 45. The process never ends. Realizing this has been a big breakthrough for me.

    Source: bobmorris.biz
  • The better strategy is to focus on strengths and surround yourself with people who can complement your skills. However, you have to first do the analysis.

    People   Focus   Strategy  
    Source: bobmorris.biz
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  • We hope you have found the saying you were looking for in our collection! At the moment, we have collected 38 quotes from the Professor Robert S. Kaplan, starting from 1940! We periodically replenish our collection so that visitors of our website can always find inspirational quotes by authors from all over the world! Come back to us again!
    Robert S. Kaplan quotes about: Decisions Giving Risk Strategy Struggle Values Vision