Efnisyfirlit

• Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success
• Copyright
• Contents
• 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
    • Assess Internal and External Environment
    • Clarify Mission, Vision, and Values
    • Discover and Prioritize Drivers
    • Create Business Strategy
    • Develop Leadership Strategy
    • Execute, Perform, and Learn
  • How Are Leaders “Strategic”?
    • Direction, Alignment, and Commitment
    • Key Leadership Challenges
    • Individual Skill Sets
  • 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
  • Developing Your Strategic Thinking
    • Scanning
    • Visioning
    • Reframing
    • Making Common Sense
    • Systems Thinking
  • 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
    • Strategic Acting Is an Opportunity for Learning
    • Strategic Decisions Always Involve Uncertainty
  • Strategic Acting Competencies
    • Act Decisively in the Face of Uncertainty
    • Foster Agility
    • Create Alignment by Setting Clear Strategic Priorities
  • 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
    • Strategic Influence Is Far Reaching
    • It’s as Important to Be Open to Influence as It Is to Influence Others
    • Strategic Influence Starts with a Hard Look at Yourself
  • Developing Your Strategic Influence Capability
    • Building Trust
    • Managing the Political Landscape
    • Spanning Boundaries
    • Involving Others
    • Connecting at an Emotional Level
    • Building and Sustaining Momentum
  • Connecting Influencing to Thinking and Acting
• Chapter 5: Strategic Leadership Teams
  • The Definition and Role of Strategic Leadership Teams
    • SLTs Exist Throughout the Organization
    • The Top Management Team as an SLT
  • Why SLTs Struggle
  • Making Strategy a Learning Process in SLTs
    • Assessing Internal and External Environments
    • SLT Mission, Vision, and Values
    • Strategic Drivers and Business Strategy
    • Leadership Strategy
    • 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
    • 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 Tact
    • Foundational Principle 3: SLTs Should Make Strategy a Learning Process
    • Foundational Principle 4: Senior Organizational Leaders Must Credibly Demonstrate Their Commitment t
  • 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
    • Element 1: Leadership Drivers of Business Strategy
    • Element 2: Leadership Culture
    • Element 3: Talent Systems
    • Element 4: Organizational Design
  • The Leadership Strategy Plan
  • Some Final Thoughts
• Chapter 7: Developing Strategic Leadership
  • An Illustration
    • Developing Leaders and Leadership at Credicorp
    • The Impact of Leadership Development at Credicorp
  • Developing Strategic Leaders
    • Strengthening Your Ability to Think, Act, and Influence Strategically
    • Developing Individual Strategic Leadership Competencies
  • Developing Collective Strategic Leadership Capability
    • Use the SLM to Frame Strategic Conversations
    • Dialogue About the Future State
    • Action Learning
  • Closing Words
• Appendix A: Strategic Driver Paired-Voting Form
• Appendix B: 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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