Strategic Doing: Ten Skills for Agile Leadership

Strategic Doing: Ten Skills for Agile Leadership

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Overview

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 Details

ISBN-13: 9781119578666
Publisher: Wiley
Publication date: 05/14/2019
Pages: 224
Sales rank: 87,560
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

Introduction

Our Promise

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 S-Curve

The Changes We Need to Make

Thinking Differently

Behaving Differently

Doing Differently

Chapter 2 Create and Maintain a Safe Space for Deep, Focused Conversation (Skill 1)

Deep Conversations

Focused Conversations

Deep, Focused Group Conversations

Group Size

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

Appreciative Questions

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)

Assets

Guidelines for Identifying Assets

Hidden 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)

Decision-Making Methodologies

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

Measuring

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

What Next?

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)

Shared Leadership

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)

Learning Loops

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)

Nudging

Connecting

Promoting

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

Final Thoughts

Learn More

Introduction

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?

Bibliography

Acknowledgements

About the Authors

Index

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