Becoming a Strategic Leader Your Role in Your Organization’s Enduring Success 2nd edition by Richard Hughes, Katherine Beatty, David Dinwoodie ISBN ‎ 1118567234 ‎ 978-1118567234

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ISBN 10: ‎ 1118567234
ISBN 13: ‎ 978-1118567234
Author:  Richard Hughes, Katherine Beatty, David Dinwoodie 

In the second edition of the best-selling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie draw from the Center for Creative Leadership’s (CCL) acclaimed Leading Strategically program to offer executives and managers a comprehensive approach to strategic leadership that reaches leaders at all levels of organizations.

This thoroughly revised edition concentrates on practical tools for producing impact right away. The authors place special emphasis on three essential strategic components: discovering and prioritizing strategic drivers, which determine sustainability and competitiveness; leadership strategy, which ignites the connections between people critical to enacting the business strategy; and how to foster the individual and organizational learning that is foundational to sustained performance.

The authors and other leadership development professionals have used the distinctive and systematic approach described in this book with great success in CCL’s Leading Strategically program. The second edition also contains improved self-assessments that help to align the book’s lessons learned with the program’s current practices.

Readers will find fresh suggestions about developing the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. These are critical strategic attributes in a time of ever more rapid change, greater uncertainty, and globalization.

Becoming a Strategic Leader Your Role in Your Organization’s Enduring Success 2nd Table of contents:

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

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