Becoming a Strategic Leader: Your Role in Your Organizations Enduring Success

Praise for the Second Edition of Becoming a Strategic Leader "The architecture of CCL's Leading Strategically Program supports our business strategy and the changes in our leadership culture we need to put those plans into action. Now CCL's knowledge about strategic leadership is on hand in a book—a trusted companion for our journey to sustainable, high performance." Walter Bayly, CEO, Banco de Credito, and chief operating officer, Credicorp Group "Why read and use this book? It can and will inspire and equip you to lead and learn in ways that affect lasting, enhanced performance within and across organizations. JFK said 'leadership and learning are indispensable to each other,' and this book is a roadmap for harnessing their synergy." Dana H. Born, Center for Public Leadership, John F. Kennedy School of Government, Harvard University "In-place business leaders must be constantly growing, learning, and evolving. Becoming a Strategic Leader provides real learnings, strategies, and ideas that work to make those leaders more effective and the organization more successful." Raymond M. Burse, vice president and general counsel (retired), GE Consumer and Industrial, General Electric Company "'Being strategic' is an essential competency for all leading in today's complex environment. Becoming a Strategic Leader offers a unique blend of theory, experience, and practical guidance, making the science and art of being a strategic leader tangible." Ilene Wasserman, president, ICW Consulting Group, and CCL board member "Chock-full of tips and tools, this book puts 'strategic' within your reach with practical guidance for those seeking to learn this important skill." Mary Ellen Smith, corporate vice president, Operations, Microsoft

Preface ix Acknowledgments xiii About the Authors xvii Introduction 1 1. What Is Strategic Leadership? 9 2. Strategic Thinking 53 3. Strategic Acting 105 4. Strategic Infl uence 145 5. Strategic Leadership Teams 197 6. Leadership Strategies for Superior Performance 229 7. Developing Strategic Leadership 259 Appendix A: Strategic Driver Paired–Voting Form 283 Appendix B: STRAT: Strategic Team Review and Action Tool 285 Appendix C: Using STRAT to Develop Your Strategic Leadership Team 291 Appendix D: STRAT Norm Data 299 Appendix E: Talent Sustainability Requirements 303 Appendix F: Leadership Strategy Plan Template 305 Appendix G: Action Learning Projects Criteria for Project Selection 309 References 311 Index 319 About the Center for Creative Leadership 327

Richard L. Hughes served as transformation chair and academic department head at the U.S. Air Force Academy. He has also served in various management and teaching roles at the Center for Creative Leadership (CCL), where his work focused on senior executive leadership and organizational leadership development. Katherine Colarelli Beatty has developed strategic leadership capabilities in individuals, teams, and organizations for more than twenty years. She has worked with nonprofit, government, and for-profit organizations from a variety of industries around the globe. Kate is the managing director of the Colorado Springs campus of CCL. David L. Dinwoodie has served as general manager of EADA Business School in Barcelona. He has held senior management positions with pan-European and global responsibilities at Ernst & Young, BICC General Cable, Planeta de Agostini, and Bristol-Myers Squibb. David is the regional director for Latin America at CCL.