Robert Steven Kaplan
President and CEO, Federal Reserve Bank of Dallas
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.
Slowing workforce growth can affect American GDP growth unless we focus on skills training and immigration reform, says Robert Steven Kaplan, the President and CEO of the Federal Reserve Bank of Dallas.
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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.
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10 min
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Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
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Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
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2 min
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Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
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2 min
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Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
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3 min
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Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
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2 min
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Leadership is accessible to each of us—today. It requires a process of hard work, willingness to ask questions, and openness to learning.
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Contrary to popular belief, leadership really can be learned.
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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.
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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.
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.
How do you assess your own skills and how do you plan to improve them?
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.
Make sure whatever job you pick has enough intrinsic motivators in it that you can enjoy it long enough to get to your goal.
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How do you assess your own skills and how do you plan to improve them?
When it comes to improving your life and your career, it is essential to be able to properly evaluate your strengths and weaknesses.
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Robert Kaplan argues that leaders want to promote people who are authentic, and not afraid to take risks.
Robert Kaplan argues that the keys to advancement in your career is taking risks, or “playing the game with some degree of abandon.”
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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.
Robert Kaplan advises people to write down the story of their failures in order to make themselves aware of them.
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Reaching your unique potential involves process, or specific steps that are required to take action.
Robert Kaplan explains that his book is all about process, or teaching the steps that people need to reach their own potential.
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In the age of social media we might have large networks but few if any real relationships.
In the age of social media we might have large networks but few if any real relationships.
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Success is not about meeting someone else’s definition, but reaching your potential by defining success in your own terms.
Robert Kaplan explains how success is not about meeting someone else’s definition of success, but defining it on your own terms.
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If you’re not talking to your people, seeking feedback, and listening to your clients or your customers, you’ll find that you’re behind the curve. Here’s how you can start over.
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2 min
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Robert Kaplan asks “How many of you want to get promoted when we talk about succession planning? If you do, you need to work starting day one on developing a […]
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In order not to become isolated, executives need to be proactive, says Professor Robert Steven Kaplan, about seeking feedback and input from the people below them.
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