Efnisyfirlit

• Front Matter
  • Preface
  • Acknowledgments
  • About the Authors
• Introduction
  • The Changing Nature of Strategic Leadership
  • The Contents of This Book
  • The Audience for This Book
• Chapter 1 What Is Strategic Leadership?
  • The Definition and Focus of Strategic Leadership
    • IBM: A Strategy Story
    • Digital Equipment Corporation: A Strategy Story
  • What Makes Strategic Leadership Different?
    • Scope
    • Duration
    • Organizational Change
  • Who Should Be Strategic?
  • What Do Effective Strategy Makers Do?
    • Strategy Is a Learning Process
      • Figure 1.1 The Organization Strategy Process
    • Assess Internal and External Environment
    • Clarify Mission, Vision, and Values
    • Discover and Prioritize Drivers
    • Create Business Strategy
    • Develop Leadership Strategy
      • Figure 1.2 Culture Eats Strategy for Breakfast
    • Execute, Perform, and Learn
  • How Are Leaders “Strategic”?
    • Direction, Alignment, and Commitment
      • Figure 1.3 The Strategic Leadership Model
    • Key Leadership Challenges
    • Individual Skill Sets
      • Figure 1.4 Integration of Thinking, Acting, and Influencing in Service of DAC
  • What Lies Ahead
• Chapter 2 Strategic Thinking
  • The Mindset of Strategic Thinking
    • Strategic Thinking Is a Collective Process
    • Strategic Thinking Is About the Present, Not Just the Future
    • Strategic Thinking Has an Artful Side as Well as a Rigorous and Analytical Side
      • Figure 2.1 The J Curve and Rapid Exponential Change
      • EXHIBIT 2.1 Examples of Organizational Aspirations
  • Developing Your Strategic Thinking
    • EXHIBIT 2.2 Words for Thought Processes
    • EXHIBIT 2.3 Evaluate Your Strategic Thinking Skills
    • Scanning
      • Figure 2.2 The Mind-Set and Competencies of Strategic Thinking
      • EXHIBIT 2.4 SWOT Analysis
      • EXHIBIT 2.5 SWOT Conversations
    • Visioning
      • EXHIBIT 2.6 Suggestion for Development: Craft Your Own Organization's Story
    • Reframing
      • EXHIBIT 2.7 Suggestion for Development: Using Metaphors
      • EXHIBIT 2.8 Suggestion for Development: Strategic Reframing
    • Making Common Sense
      • EXHIBIT 2.9 Suggestion for Development: Making Common Sense
    • Systems Thinking
      • EXHIBIT 2.10 Suggestion for Development: Appreciative Inquiry
      • EXHIBIT 2.11 Suggestion for Development: Charting Changes over Time
      • EXHIBIT 2.12 Suggestion for Development: Raise Your Sights
      • EXHIBIT 2.13 Suggestion for Development: The Elevator Speech
      • Figure 2.3 Notional Representation of the Relationship Between New and Used Textbook Sales
      • EXHIBIT 2.14 Putting Theory to the Test
  • How Strategic Thinking Relates to Acting and Influencing
• Chapter 3 Strategic Acting
  • The Mind-Set for Strategic Acting
    • Only Some Actions Are Strategic
    • Strategic Acting Is Both Short Term and Long Term
      • EXHIBIT 3.1 Suggestion for Development: Envisioning Capability
      • EXHIBIT 3.2 Suggestion for Development: Prioritizing Needed Future Capabilities
    • Strategic Acting Is an Opportunity for Learning
    • Strategic Decisions Always Involve Uncertainty
      • EXHIBIT 3.3 Suggestion for Development: Analyzing Your Strategic Decisions
      • EXHIBIT 3.4 Evaluate Your Strategic Acting Skills
  • Strategic Acting Competencies
    • Act Decisively in the Face of Uncertainty
      • Figure 3.1 The Mind-Set and Competencies of Strategic Acting
    • Foster Agility
      • EXHIBIT 3.5 Suggestion for Development: Measuring Latitude for Risk
      • EXHIBIT 3.6 Assessing Organizational Capacity for Action
      • EXHIBIT 3.7 Suggestion for Development: Find a Strategic Initiative
    • Create Alignment by Setting Clear Strategic Priorities
      • EXHIBIT 3.8 Suggestion for Development: Getting Feedback
  • How Strategic Acting Relates to Thinking and Influencing
• Chapter 4 Strategic Influence
  • Influence That Is Strategic in Nature
  • The Mind-Set of Strategic Influence
    • Strategic Influence Requires More Than Persuasion
      • Figure 4.1 The Competencies and Mind-Set of Strategic Influencing
    • Strategic Influence Is Far Reaching
      • Figure 4.2 Strategy Happens in the White Space
      • Figure 4.3 Boundaries to Cross for Effective Strategic Leadership
    • It's as Important to Be Open to Influence as It Is to Influence Others
    • Strategic Influence Starts with a Hard Look at Yourself
      • EXHIBIT 4.1 Suggestion for Development: Understanding Your Passions
      • EXHIBIT 4.2 Suggestion for Development: Dimensions of Leader Expectations
      • EXHIBIT 4.3 Evaluate Your Strategic Influencing Skills
  • Developing Your Strategic Influence Capability
    • Building Trust
      • EXHIBIT 4.4 Suggestion for Development: Trust Self-Assessment
      • EXHIBIT 4.5 Suggestion for Development: Creating Trust
    • Managing the Political Landscape
      • EXHIBIT 4.6 Suggestion for Development: Politics and Credibility
    • Spanning Boundaries
      • EXHIBIT 4.7 Suggestion for Development: Use Network Mapping to Plan Your Influence
    • Involving Others
      • Figure 4.4 Boundary-Spanning Practices
      • EXHIBIT 4.8 Suggestion for Development: Reframe a Project as an Experiment
    • Connecting at an Emotional Level
      • EXHIBIT 4.9 Suggestion for Development: Putting Yourself in Their Shoes
      • EXHIBIT 4.10 Suggestion for Development: Linking to Organizational Goals
      • EXHIBIT 4.11 Suggestion for Development: Making Stories
    • Building and Sustaining Momentum
      • EXHIBIT 4.12 Suggestion for Development: The Progress of Performance
      • EXHIBIT 4.13 Suggestion for Development: Minimize the Impact of Distractions
  • Connecting Influencing to Thinking and Acting
• Chapter 5 Strategic Leadership Teams
  • The Definition and Role of Strategic Leadership Teams
    • SLTs Exist Throughout the Organization
      • EXHIBIT 5.1 Suggestion for Development: The Role of Your SLTs
    • The Top Management Team as an SLT
      • EXHIBIT 5.2 Suggestion for Development: Creating an SLT at the Top
  • Why SLTs Struggle
  • Making Strategy a Learning Process in SLTs
    • Assessing Internal and External Environments
    • SLT Mission, Vision, and Values
      • EXHIBIT 5.3 Suggestion for Development: Assessing the Internal and External Environments
    • Strategic Drivers and Business Strategy
      • EXHIBIT 5.4 Suggestion for Development: Assessing Mission, Vision, and Values
    • Leadership Strategy
      • EXHIBIT 5.5 Suggestion for Development: Strategic Drivers and Business Strategy
      • EXHIBIT 5.6 Suggestion for SLT Development: Leadership Strategy
    • Performing
      • EXHIBIT 5.7 Suggestion for SLT Development: Performing
  • How the Harlequin Leadership Team Made Strategy a Learning Process
    • Assessing the Competitive Environment
    • Organizational Identity and Aspirations
    • Business and Leadership Strategy
    • Performing
  • Setting a Solid Foundation for SLT Effectiveness: A Case Study
    • Figure 5.1 Learning Outcomes at the US Air Force Academy
    • Foundational Principle 1: Ensure There Is Shared Understanding About an SLT's Purpose
    • Foundational Principle 2: SLT Members Must Translate Organizational Strategy into Specific Team Tactics
    • Foundational Principle 3: SLTs Should Make Strategy a Learning Process
    • Foundational Principle 4: Senior Organizational Leaders Must Credibly Demonstrate Their Commitment to the SLTs' Work
  • Developing Your Own Strategic Leadership Team
• Chapter 6 Leadership Strategies for Superior Performance
  • Unleashing Performance Potential
    • Bridging the Strategy/Performance Gap
    • The Desire to Perform
    • The Conditions to Perform
    • The Culture to Perform
  • Leadership Strategies of Superior-Performing Organizations
    • Figure 6.1 Leadership Strategy Formulation Process
    • Element 1: Leadership Drivers of Business Strategy
    • Element 2: Leadership Culture
      • Figure 6.2 Culture Trumps Strategy
      • Figure 6.3 Leadership Culture Typologies
      • Figure 6.4 Leadership Gap Collaborating Across Organizational Boundaries
    • Element 3: Talent Systems
      • Figure 6.5 Top Talent Challenges
      • EXHIBIT 6.1 Key Questions to Evaluate Talent Sustainability
      • Figure 6.6 Key Roles in Succession Management
      • Figure 6.7 Model for Talent Sustainability
    • Element 4: Organizational Design
      • Multiple Design Options
      • Structure, Systems, and Processes: Means to a Strategic End
        • Figure 6.8 Considerations for Organizational Design Options
        • EXHIBIT 6.2 Five Systems to Consider for Leadership Strategy Formulation
        • EXHIBIT 6.3 Examples of Best-Fit Organizational Structures
        • EXHIBIT 6.4 Leadership Culture, Structure, and Process
  • The Leadership Strategy Plan
  • Some Final Thoughts
• Chapter 7 Developing Strategic Leadership
  • An Illustration
    • Developing Leaders and Leadership at Credicorp
      • EXHIBIT 7.1 Developmental Considerations
    • The Impact of Leadership Development at Credicorp
  • Developing Strategic Leaders
    • Strengthening Your Ability to Think, Act, and Influence Strategically
      • EXHIBIT 7.2 Professional Challenges That Build Strategic Leadership
    • Developing Individual Strategic Leadership Competencies
      • EXHIBIT 7.3 Strategic Leadership Competencies Relevant for Success
  • Developing Collective Strategic Leadership Capability
    • Figure 7.1 Strategic Leadership Model
    • Use the SLM to Frame Strategic Conversations
    • Dialogue About the Future State
      • EXHIBIT 7.4 Strategic Leadership Practices Survey
      • Figure 7.2 Evolution of Strategic Simulation Performance Indicators
      • Figure 7.3 Correlation of Leadership Culture, Organizational Alignment, and Sales
      • Figure 7.4 Correlation of Collective Thinking, Acting, and Influencing with Maximizing Performance Potential
    • Action Learning
  • Closing Words
• Back Matter
  • Appendix A Strategic Driver Paired-Voting Form
  • Appendix B STRAT: Strategic Team Review and Action Tool
    • STRAT—Strategic Team Review and Action Tool
  • Appendix C Using STRAT to Develop Your Strategic Leadership Team
    • Step 1: Prepare the Team, and Distribute STRAT
    • Step 2: Score STRAT
    • Step 3: Debrief STRAT
      • General Tips for Debriefing STRAT with Your SLT
    • Possible Flow of a STRAT Debriefing Meeting
  • Appendix D STRAT Norm Data
  • Appendix E Talent Sustainability Requirements
  • Appendix F Leadership Strategy Plan Template
    • Executive Summary
    • The Leadership Strategy Process
    • Leadership Strategy Discovery
    • Leadership Strategy Recommendations
    • Leadership Strategy Implementation and Evolution
    • Appendixes
  • Appendix G Action Learning Projects Criteria for Project Selection
  • References
  • Index
  • About the Center for Creative Leadership
    • Capabilities
    • Open-Enrollment Programs
    • Customized Programs
    • Coaching
    • Assessment and Development Resources
    • Publications
    • Leadership Community
    • Research

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