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.
|Product dimensions:||6.00(w) x 8.90(h) x 1.00(d)|
About the Author
EDWARD MORRISON is the original developer of Strategic Doing and founder of the Purdue Agile Strategy Lab. The Lab emphasizes the strategic value of collaboration, open innovation, and network-based models in today's global economy.
SCOTT HUTCHESON is Associate Director of the Purdue Agile Strategy Lab. Scott has been engaged by nearly 400 industry, public sector, higher education, and nonprofit clients in thirty U.S. states and internationally.
ELIZABETH NILSEN is Senior Program Director of the Purdue Agile Strategy Lab. With a background in nonprofit management and higher education, she guides the expansion of the Lab's programming and partnerships.
JANYCE FADDEN is Director of Strategic Engagement for the College of Business at the University of North Alabama. She has held leadership positions at Honeywell, General Signal, and Danaher Corporation.
NANCY FRANKLIN is Principal of Franklin Solutions, working with leaders to facilitate strategic initiatives. Nancy has led partnerships at Penn State, Virginia Tech, Indiana State, and IBM/ROLM.
Table of Contents
Why Are We Confident? The Backstory of Our Work
Our Current Work
Your Guides for This Book
Why This Book?
Our Credo Postscript
Chapter 1 You Are Here
The Challenges We Face
What, Exactly, Has Changed?
What is a Network?
Kinds of Networks
The Habitat of Networks
Hierarchies, Networks, and Strategy
The Changes We Need to Make
Chapter 2 Create and Maintain a Safe Space for Deep, Focused Conversation (Skill 1)
Deep, Focused Group Conversations
Safe Places for Conversations
Safe Spaces for Conversations
Putting the Skill to Work: the Agile Leader as Conversation Guide
Case Study: Setting the Stage for Deep Conversations in Flint
Chapter 3 Frame the Conversation with the Right Question (Skill 2)
Adaptive Leadership: One Question, Many Answers
Developing Questions to Frame Conversations
Putting the Skill to Work: the Agile Leader as Questioner
Case Study: Reframing the Question at a Community Institution in Rockford
Chapter 4 Identify your Assets, Including the Hidden Ones (Skill 3)
Guidelines for Identifying Assets
Assets Are Starting Points
Putting the Skill to Work: the Agile Leader as Inventory Taker
Case Study: Re-imagining an IT department
Chapter 5 Link and Leverage Assets to Identify New Opportunities (Skill 4)
Linking and Leveraging Assets to Innovate
Linking and Leveraging Assets Force Us to Think Horizontally
Developing Your Ability to Think Horizontally
Guiding a Group to Think Horizontally
Putting the Skill to Work: the Agile Leader as Connector
Case Study: Linking and Leveraging Assets to Build a Cutting-Edge Industry Cluster
Chapter 6 Look for the “Big Easy” (Skill 5)
The 2x2 Matrix
Using the Matrix
Dealing with Doubts and Doubters
Putting the Skill to Work: the Agile Leader as Prioritizer
Case Study: Finding a Way to Jump-Start New Economic Activity Chapter 7 Convert Your Ideas to Outcomes with Measurable Characteristics (Skill 6)
Great Ideas Lie Below the Surface
Three Questions to Ask
Putting the Skill to Work: the Agile Leader as Dreamcatcher
Case Study: Using Metrics to Spur New Workforce Development Strategies in Kokomo
Chapter 8 Start Slowly to Go Fast – But Start (Skill 7)
Launching Your Learning
Qualities of a Good Starting Project
Keeping the Team on Track
Putting the Skill to Work: the Agile Leader as Experimenter
Case Study: Overcoming the Academic Bureaucracy with Small Wins
Chapter 9 Draft Short-Term Action Plans that Include Everyone (Skill 8)
Action Plans for Shared Leadership
Micro-Commitments Build Trust
Putting the Skill to Work: the Agile Leader as Deal-Closer
Case Study: Collective Action to Develop a Hub for Community Health
Chapter 10 Set 30/30 Meetings to Review, Learn and Adjust (Skill 9)
Building New Habits
Putting the Skill to Work: the Agile Leader as Convener
Case Study: Helping a Music Capital Pen Its Next Hits
Chapter 11 Nudge, Connect and Promote to Reinforce New Habits (Skill 10)
Putting the Skill to Work: the Agile Leader as Chief Doing Officer
Case Study: Turning Micro-Commitments Into Larger Innovations Chapter 12 Ten Skills. Got It. Now What?
Putting it All Together: Strategic Doing
Using Strategic Doing as an Individual
Using Strategic Doing in a Small Group
Using Strategic Doing with a Large Initiative
Chapter 1: You Are Here
Chapter 2/Skill 1
Chapter 3/Skill 2
Chapter 4/Skill 3
Chapter 5: Skill 4
Chapter 6/Skill 5
Chapter 7/Skill 6
Chapter 8/Skill 7
Chapter 9/Skill 8
Chapter 10/Skill 9
Chapter 11/Skill 10
Chapter 12: Ten Skills. Got It. Now What?
About the Authors