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Personal Potential and Leadership Success: The Kaplan Collection (3 Books)
Curated by Harvard Business Review, this digital collection brings together the ideas of leadership expert Robert Steven Kaplan. Successful leaders know that leadership is less often about having all the answers—and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization’s effectiveness. What to Ask the Person in the Mirror presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. In What You’re Really Meant to Do, Kaplan shares a specific and actionable approach to defining your own success and reaching your potential. Finally, in What You Really Need to Lead, Kaplan argues that leadership is accessible to all of us—today—and it starts with an ownership mind-set.
What You Really Need to Lead
As Harvard Business School professor and business executive Robert Steven Kaplan explains in this new book, leadership is accessible to all of us-today-and it starts with an ownership mind-set. You don't need an invitation to lead. Leadership is a dynamic way of thinking and acting that anyone can take on. For Kaplan, acting as a leader is a function of three key questions: 1. Do you work to figure out what you believe as if you were an owner? 2. Do you take action based on those beliefs? 3. Do you focus on adding value to others and take responsibility for the impact of your actions on others-both positive and negative? The book is full of stories taken from the author's own leadership expe...
What You're Really Meant to Do
How do you create your own definition of success—and reach your unique potential? Building a fulfilling life and career can be a daunting challenge. It takes courage and hard work. Too often, we charge down a path leading to “success” as defined by those around us—and ultimately, are left feeling dissatisfied. Each of us is unique and brings distinctive skills and qualities to any situation. So why is it that most of us fail to spend sufficient time learning to understand ourselves and creating our own definition of success? The truth is, it can seem so natural and so much easier to just do what everyone else is doing—for now—leaving it for later to develop our best selves and fi...
What to Ask the Person in the Mirror
Successful leaders know that leadership is less often about having all the answers—and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization’s effectiveness. In What to Ask the Person in the Mirror, leadership expert Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. He lays out areas of inquiry, including questions such as: Do I clearly articulate my vision and top priorities to my employees and key constituencies? Does the way I spend my time enable ...
The Hidden Tools of Comedy
A paradigm shift in understanding the mechanics and art of comedy, providing practical tools that help writers translate that understanding into successful, commercial scripts. Kaplan deconstructs secrets and techniques in popular films and TV that work and don't work, and explains what tools were used (or should have been used ).
Mergers and Productivity
Mergers and Productivity offers probing analyses of high-profile mergers in a variety of industries. Focusing on specific acquisitions, it illustrates the remarkable range of contingencies involved in any merger attempt. The authors clearly establish each merger's presumed objectives and the potential costs and benefits of the acquisition, and place it within the context of the broader industry. Striking conclusions that emerge from these case studies are that merger and acquisition activities were associated with technological or regulatory shocks, and that a merger's success or failure was dependent upon the acquirer's thorough understanding of the target, its corporate culture, and its workforce and wage structures prior to acquisition. Sifting through a wealth of carefully gathered evidence, these papers capture the richness, the complexity, and the economic intangibles inherent in contemporary merger activity in a way that large-scale studies of mergers cannot.
What You're Really Meant to Do
Presents a roadmap for helping readers define their personal success and reach their potential that covers a critical series of issues that must be addressed in order for them to set and achieve their ultimate goals.
Leveraged Buyouts and Private Equity
We describe and present time series evidence on the leveraged buyout / private equity industry, both firms and transactions. We discuss the existing empirical evidence on the economics of the firms and transactions. We consider similarities and differences between the recent private equity wave and the wave of the 1980s. Finally, we speculate on what the evidence implies for the future of private equity.
Good Bread Is Back
In Good Bread Is Back, historian and leading French bread expert Steven Laurence Kaplan takes readers into aromatic Parisian bakeries as he explains how good bread began to reappear in France in the 1990s, following almost a century of decline in quality. Kaplan describes how, while bread comprised the bulk of the French diet during the eighteenth century, by the twentieth, per capita consumption had dropped off precipitously. This was largely due to social and economic modernization and the availability of a wider choice of foods. But part of the problem was that the bread did not taste good. In a culture in which bread is sacrosanct, bad bread was more than a gastronomical disappointment; ...
Advanced Introduction to Private Equity
This Advanced Introduction provides an illustrative guide to private equity, integrating insights from academic research with examples to derive practical recommendations. Paul Gompers and Steven Kaplan begin by reviewing the history of private equity then exploring the evidence on performance of private equity investments at both the portfolio company level and fund level, documenting the creation of economic value. The book then presents a set of actionable frameworks for driving value creation in private equity investments. It concludes by examining how private equity investors raise funds and how they successfully manage their private equity firms.
