Strategic Doing

Strategic Doing

by Edward Morrison, Scott Hutcheson, Elizabeth Nilsen, Janyce Fadden, Nancy Franklin
Released May 2019
Publisher(s): Wiley
ISBN: 9781119578666

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Book description

Ten skills for agile leadership

Complex challenges are all around us—they impact our companies, our communities, and our planet. This complexity and the emergence of networks is changing the practice of strategic management. Today’s leaders need to understand how to design and guide complex collaborations to accelerate innovation and change—collaborations that cross boundaries both inside and outside organizations.

Strategic Doing introduces you to the new disciplines of agile strategy and collaborative leadership. You’ll learn how to design and guide complex collaborations by following a discipline of simple rules that you won’t find anywhere else.

 •   Unleash the power of true collaboration

•    Learn and master the 10 skills of agile leadership

•    Apply individual skills to targeted situations

•    Introduces a new discipline of leadership strategy

Filled with compelling case studies, Strategic Doing outlines a new discipline of leadership strategy specifically designed for open, loosely-connected networks.

Table of contents

  1. COVER
  2. FOREWORD
  3. INTRODUCTION
    1. OUR PROMISE
    2. WHY ARE WE CONFIDENT? THE BACKSTORY OF OUR WORK
    3. OUR CURRENT WORK
    4. YOUR GUIDES FOR THIS BOOK
    5. WHY THIS BOOK?
    6. OUR CREDO
    7. POSTSCRIPT
    8. NOTE
  4. Chapter 1: YOU ARE HERE
    1. THE CHALLENGES WE FACE
    2. WHAT, EXACTLY, HAS CHANGED?
    3. THE S‐CURVE
    4. THE CHANGES WE NEED TO MAKE
    5. NOTES
  5. Chapter 2: CREATE AND MAINTAIN A SAFE SPACE FOR DEEP, FOCUSED CONVERSATION (SKILL 1)
    1. DEEP CONVERSATIONS
    2. FOCUSED CONVERSATIONS
    3. DEEP, FOCUSED GROUP CONVERSATIONS
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CONVERSATION GUIDE
    5. NOTE
  6. Chapter 3: FRAME THE CONVERSATION WITH THE RIGHT QUESTION (SKILL 2)
    1. ADAPTIVE LEADERSHIP: ONE QUESTION, MANY ANSWERS
    2. APPRECIATIVE QUESTIONS
    3. DEVELOPING QUESTIONS TO FRAME CONVERSATIONS
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS QUESTIONER
    5. NOTE
  7. Chapter 4: IDENTIFY YOUR ASSETS, INCLUDING THE HIDDEN ONES (SKILL 3)
    1. ASSETS
    2. GUIDELINES FOR IDENTIFYING ASSETS
    3. HIDDEN ASSETS
    4. ASSETS ARE STARTING POINTS
    5. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS INVENTORY TAKER
    6. NOTE
  8. Chapter 5: LINK AND LEVERAGE ASSETS TO IDENTIFY NEW OPPORTUNITIES (SKILL 4)
    1. LINKING AND LEVERAGING ASSETS TO INNOVATE
    2. LINKING AND LEVERAGING ASSETS FORCE US TO THINK HORIZONTALLY
    3. DEVELOPING YOUR ABILITY TO THINK HORIZONTALLY
    4. GUIDING A GROUP TO THINK HORIZONTALLY
    5. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CONNECTOR
    6. NOTE
  9. Chapter 6: LOOK FOR THE “BIG EASY” (SKILL 5)
    1. DECISION‐MAKING METHODOLOGIES
    2. THE 2×2 MATRIX
    3. DEALING WITH DOUBTS AND DOUBTERS
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS PRIORITIZER
  10. Chapter 7: CONVERT YOUR IDEAS TO OUTCOMES WITH MEASURABLE CHARACTERISTICS (SKILL 6)
    1. GREAT IDEAS LIE BELOW THE SURFACE
    2. THREE QUESTIONS TO ASK
    3. MEASURING
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS DREAMCATCHER
  11. Chapter 8: START SLOWLY TO GO FAST – BUT START (SKILL 7)
    1. LAUNCHING YOUR LEARNING
    2. QUALITIES OF A GOOD STARTING PROJECT
    3. KEEPING THE TEAM ON TRACK
    4. WHAT NEXT?
    5. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS EXPERIMENTER
  12. Chapter 9: DRAFT SHORT‐TERM ACTION PLANS THAT INCLUDE EVERYONE (SKILL 8)
    1. SHARED LEADERSHIP
    2. ACTION PLANS FOR SHARED LEADERSHIP
    3. MICRO‐COMMITMENTS BUILD TRUST
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS DEAL‐CLOSER
  13. Chapter 10: SET 30/30 MEETINGS TO REVIEW, LEARN, AND ADJUST (SKILL 9)
    1. LEARNING LOOPS
    2. BUILDING NEW HABITS
    3. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CONVENER
  14. Chapter 11: NUDGE, CONNECT, AND PROMOTE TO REINFORCE NEW HABITS (SKILL 10)
    1. NUDGING
    2. CONNECTING
    3. PROMOTING
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CHIEF DOING OFFICER
  15. Chapter 12: TEN SKILLS. GOT IT. NOW WHAT?
    1. PUTTING IT ALL TOGETHER: STRATEGIC DOING
    2. USING STRATEGIC DOING AS AN INDIVIDUAL
    3. USING STRATEGIC DOING IN A SMALL GROUP
    4. USING STRATEGIC DOING WITH A LARGE INITIATIVE
    5. FINAL THOUGHTS
  16. LEARN MORE
    1. INTRODUCTION
    2. CHAPTER 1: YOU ARE HERE
    3. CHAPTER 2: SKILL 1
    4. CHAPTER 3: SKILL 2
    5. CHAPTER 4: SKILL 3
    6. CHAPTER 5: SKILL 4
    7. CHAPTER 6: SKILL 5
    8. CHAPTER 7: SKILL 6
    9. CHAPTER 8: SKILL 7
    10. CHAPTER 9: SKILL 8
    11. CHAPTER 10: SKILL 9
    12. CHAPTER 11: SKILL 10
    13. CHAPTER 12: TEN SKILLS. GOT IT. NOW WHAT?
  17. BIBLIOGRAPHY
  18. ACKNOWLEDGMENTS
  19. ABOUT THE AUTHORS
  20. INDEX
  21. END USER LICENSE AGREEMENT

Product information

  • Title: Strategic Doing
  • Author(s): Edward Morrison, Scott Hutcheson, Elizabeth Nilsen, Janyce Fadden, Nancy Franklin
  • Release date: May 2019
  • Publisher(s): Wiley
  • ISBN: 9781119578666