Step one is to take ownership of figuring strengths ans weaknesses out. It starts with writing them down but, to take ownership,… — Robert S. Kaplan Copy Share Image
“To improve your skills, you need to be receptive to constructive criticism and open to feeling uncomfortable.” — Robert S. Kaplan Copy Share Image
I like films about people who figured out what they believed and had the guts to act on it in a way that added… — Robert S. Kaplan Copy Share Image
“If you want to reach your potential, you must be willing to figure out what you believe and have the courage to act on… — Robert S. Kaplan Copy Share Image
Leadership is a team sport - learning to work with others is a critical skill. This means articulating a clear vision, setting priorities, giving… — Robert S. Kaplan Copy Share Image
Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution. — Robert S. Kaplan Copy Share Image
Managing risk is very different from managing strategy. Risk management focuses on the negative-threats and failures rather than opportunities and successes. — Robert S. Kaplan Copy Share Image
Reaching your potential is a disciplined process. Like losing weight or getting in shape - there is no final destination and it requires you… — Robert S. Kaplan Copy Share Image
In my opinion, you have to have a vision for how you add value to others through your product or service. Why do you… — Robert S. Kaplan Copy Share Image
You never do arrive at a destination. You have to work at it and take ownership of the process. What resonates at age 25… — Robert S. Kaplan Copy Share Image
To help people with the struggle, I have to reveal my own struggles. — Robert S. Kaplan Copy Share Image
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… — Robert S. Kaplan Copy Share Image
Rather than the word career, I prefer to discuss how you make a positive I pact on the world. This could mean raising your… — Robert S. Kaplan Copy Share Image
