Any particular program or project that is coming to a close inevitably brings about a level of change that can be tumultuous. With a particularly long or popular program finally ending, any number of internal problems or opportunities for pushback can ensue. How does a good leader take everything in stride and get everything finished up appropriately? How does a leader alleviate internal stress as to what’s on the horizon?
Robert Steven Kaplan, Martin Marshall Professor of Management Practice in Business Administration, Senior Associate Dean for External Relations, Harvard Business School
Robert S. Kaplan is the Martin Marshall Professor of Management Practice in Business Administration and Senior Associate Dean for External Relations. He is also co-chairman of Draper Richards Kaplan Foundation, a global venture philanthropy... More View all posts
Robert S. Kaplan is the Martin Marshall Professor of Management Practice in Business Administration and Senior Associate Dean for External Relations. 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 LLC. He is the author of several case studies, articles and two recently published books: What You're Really Meant To Do: A Road Map for Reaching Your Unique Potential, (Harvard Business Review Press, 2013) and What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential (Harvard Business Review Press, 2011) Prior to joining Harvard Business School in September 2005, Rob served as vice chairman of The Goldman Sachs Group, Inc. with oversight responsibility for the Investment Banking and Investment Management Divisions. He was also a member of the firm’s Management Committee and served as co-chairman of the firm’s Partnership Committee and chairman of the Goldman Sachs Pine Street Leadership Program. During his career at the firm, he also served in various other capacities including Global Co-Head of the Investment Banking Division (1999 to 2002), Head of the Corporate Finance Department (1994 to 1999) and Head of Asia-Pacific Investment Banking (1990 to 1994). Rob became a partner in 1990. He is co-chairman of the Board of Project A.L.S., co-chairman of the Board of the TEAK Fellowship, co-chair of the Executive Committee for Harvard University Office of Sustainability, and is a member of the Boards of the Harvard Medical School, Harvard Management Company (previously serving as Acting President and Chief Executive Officer) and the Ford Foundation. Previously, Rob was appointed by the Governor of Kansas as a member of the Kansas Healthcare Policy Authority Board (2006-2010) and also served as a member of the Investors Advisory Committee on Financial Markets of the Federal Reserve Bank of New York. Rob is a member of the Board of the State Street Corporation. He is chairman of the Investment Advisory Committee of Google, Inc. Previously he was a member of the Board of Bed, Bath & Beyond, Inc. (1994-2009). He also serves in an advisory capacity for a number of companies. Less View all posts