Robert Steven Kaplan

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.

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Robert Kaplan advises people to write down the story of their failures in order to make themselves aware of them.
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.
In the age of social media we might have large networks but few if any real relationships.
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In the age of social media we might have large networks but few if any real relationships.
Success is not about meeting someone else's definition, but reaching your potential by defining success in your own terms. 
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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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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.