Strategic Doing: Ten Skills for Agile Leadership
- 3h 22m
- Edward Morrison, Elizabeth Nilsen, Janyce Fadden, Nancy Franklin, Scott Hutcheson
- John Wiley & Sons (US)
- 2019
Ten skills for agile leadership
Our companies, our communities, and our planet are facing unprecedented challenges - challenges that will not be solved by a small group of people from a single entity. Today's leaders need a set of tools specifically designed to harness the power of collaborative networks.
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.
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.
In this Book
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Foreword
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Introduction
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Chapter 1: You are Here
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Chapter 2: Create and Maintain a Safe Space for Deep, Focused Conversation (Skill 1)
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Chapter 3: Frame the Conversation with the Right Question (Skill 2)
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Chapter 4: Identify Your Assets, Including the Hidden Ones (Skill 3)
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Chapter 5: Link and Leverage Assets to Identify New Opportunities (Skill 4)
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Chapter 6: Look for the “Big Easy” (Skill 5)
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Chapter 7: Convert Your Ideas to Outcomes with Measurable Characteristics (Skill 6)
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Chapter 8: Start Slowly to Go Fast – But Start (Skill 7)
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Chapter 9: Draft Short-Term Action Plans That Include Everyone (Skill 8)
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Chapter 10: Set 30/30 Meetings to Review, Learn, and Adjust (Skill 9)
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Chapter 11: Nudge, Connect, and Promote to Reinforce New Habits (Skill 10)
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Chapter 12: Ten Skills. Got It. Now What?
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Learn More
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Bibliography
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