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 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 -- 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.