000			05798nam a22002417a 4500
999			_c2771 _d2771
005			20220707131614.0
008			220707b ||||| |||| 00| 0 eng d
020			_a9781119578666
082			_a658.4012 _bMOR
100			_aMorrison, Edward _97399
245			_aStrategic doing: ten skills for agile leadership
260			_bJohn Wiley & Sons, Inc. _aNew Jersey _c2019
300			_axxx, 194 p.
365			_aUSD _b27.95
504			_aTABLE OF CONTENTS Foreword xv Introduction xvii Our Promise xix Why Are We Confident? The Backstory of Our Work xx Our Current Work xxiii Your Guides for This Book xxv Why This Book? xxvii Our Credo xxix Postscript xxix Note xxx Chapter 1 You Are Here 1 The Challenges We Face 3 What, Exactly, Has Changed? 7 The S-Curve 15 The Changes We Need to Make 17 Notes 25 Chapter 2 Create and Maintain a Safe Space for Deep, Focused Conversation (Skill 1) 27 Deep Conversations 29 Focused Conversations 30 Deep, Focused Group Conversations 31 Putting the Skill to Work: The Agile Leader as Conversation Guide 35 Case Study: Setting the Stage for Deep Conversations in Flint 36 Note 37 Chapter 3 Frame the Conversation with the Right Question (Skill 2) 39 Adaptive Leadership: One Question, Many Answers 42 Appreciative Questions 44 Developing Questions to Frame Conversations 46 Putting the Skill to Work: The Agile Leader as Questioner 48 Case Study: Reframing the Question at a Community Institution in Rockford 49 Note 51 Chapter 4 Identify Your Assets, Including the Hidden Ones (Skill 3) 53 Assets 56 Guidelines for Identifying Assets 58 Hidden Assets 59 Assets Are Starting Points 59 Putting the Skill to Work: The Agile Leader as Inventory Taker 60 Case Study: Reimagining an IT Department 61 Note 63 Chapter 5 Link and Leverage Assets to Identify New Opportunities (Skill 4) 65 Linking and Leveraging Assets to Innovate 67 Linking and Leveraging Assets Force Us to Think Horizontally 70 Developing Your Ability to Think Horizontally 71 Guiding a Group to Think Horizontally 73 Putting the Skill to Work: The Agile Leader as Connector 74 Case Study: Linking and Leveraging Assets to Build a Cutting-Edge Industry Cluster 75 Note 76 Chapter 6 Look for the “Big Easy” (Skill 5) 77 Decision-Making Methodologies 79 The 2×2 Matrix 81 Dealing with Doubts and Doubters 85 Putting the Skill to Work: The Agile Leader as Prioritizer 86 Case Study: Finding a Way to Jump-Start New Economic Activity 87 Chapter 7 Convert Your Ideas to Outcomes with Measurable Characteristics (Skill 6) 89 Great Ideas Lie Below the Surface 92 Three Questions to Ask 93 Measuring 96 Putting the Skill to Work: The Agile Leader as Dreamcatcher 98 Case Study: Using Metrics to Spur New Workforce Development Strategies in Kokomo 99 Chapter 8 Start Slowly to Go Fast – But Start (Skill 7) 103 Launching Your Learning 106 Qualities of a Good Starting Project 108 Keeping the Team on Track 109 What Next? 110 Putting the Skill to Work: The Agile Leader as Experimenter 111 Case Study: Overcoming the Academic Bureaucracy with Small Wins 112 Chapter 9 Draft Short-Term Action Plans That Include Everyone (Skill 8) 115 Shared Leadership 117 Action Plans for Shared Leadership 119 Micro-Commitments Build Trust 119 Putting the Skill to Work: The Agile Leader as Deal-Closer 121 Case Study: Taking Collective Action to Develop a Hub for Community Health 123 Chapter 10 Set 30/30 Meetings to Review, Learn, and Adjust (Skill 9) 125 Learning Loops 127 Building New Habits 128 Putting the Skill to Work: The Agile Leader as Convener 130 Case Study: Helping a Music Capital Pen Its Next Hits 131 Chapter 11 Nudge, Connect, and Promote to Reinforce New Habits (Skill 10) 133 Nudging 136 Connecting 138 Promoting 140 Putting the Skill to Work: The Agile Leader as Chief Doing Officer 141 Case Study: Turning Micro-Commitments into Larger Innovations 143 Chapter 12 Ten Skills. Got It. Now What? 147 Putting It All Together: Strategic Doing 153 Using Strategic Doing as an Individual 156 Using Strategic Doing in a Small Group 157 Using Strategic Doing with a Large Initiative 159 Final Thoughts 162 Learn More 163 Bibliography 179 Acknowledgments 185 About the Authors 187 Index 189
520			_aDESCRIPTION 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.
650			_aPublic-private sector cooperation _97052
650			_aStrategic alliances (Business) _97400
650			_aBusiness networks _97402
700			_aHutcheson, Scott _96656
700			_aFranklin, Nancy _97403
942			_2ddc _cBK