TLFeBOOK Becoming a Strategic Leader Your Role in Your Organization’s Enduring Success 01_968676_ffirs.qxd 1/4/05 4:19 PM Page v TLFeBOOK 20_968676_bbobcat.qxd 1/7/05 4:51 PM Page 270 TLFeBOOK ® Creative Leadership Center for 01_968676_ffirs.qxd 1/4/05 4:19 PM Page i TLFeBOOK 01_968676_ffirs.qxd 1/4/05 4:19 PM Page ii TLFeBOOK Becoming a Strategic Leader 01_968676_ffirs.qxd 1/4/05 4:19 PM Page iii TLFeBOOK Richard L. Hughes Katherine Colarelli Beatty 01_968676_ffirs.qxd 1/4/05 4:19 PM Page iv TLFeBOOK Becoming a Strategic Leader Your Role in Your Organization’s Enduring Success 01_968676_ffirs.qxd 1/4/05 4:19 PM Page v TLFeBOOK Copyright © 2005 by John Wiley & Sons, Inc. All rights reserved. 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To contact Jossey-Bass directly call our Customer Care Department within the U.S. at 800-956-7739, outside the U.S. at 317-572-3986, or fax 317-572-4002. Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. Library of Congress Cataloging-in-Publication Data Hughes, Richard L. Becoming a strategic leader : your role in your organization’s enduring success / by Richard L. Hughes, Katherine Colarelli Beatty. p. cm.—(Jossey-Bass business & management series) Includes bibliographical references and index. ISBN 0-7879-6867-6 (alk. paper) 1. Leadership. 2. Strategic planning. 3. Organizational effectiveness. 4. Success in business. I. Beatty, Katherine Colarelli, 1965- II. Title. III. Series. HD57.7.H84 2005 658.4’092—dc22 2004025830 Printed in the United States of America FIRST EDITION HB Printing 10987654321 01_968676_ffirs.qxd 1/4/05 4:19 PM Page vi web at www.copyright.com. Requests to the Publisher for permission should be addressed to TLFeBOOK A Joint Publication of The Jossey-Bass Business & Management Series and The Center for Creative Leadership 01_968676_ffirs.qxd 1/4/05 4:19 PM Page vii TLFeBOOK [...]... developing an organizational priority and system to ensure that everyone receives effective coaching does have strategic implications TLFeBOOK 14 BECOMING A STRATEGIC LEADER Another example of leadership that does not have strategic implications is leading a team to complete a task that is not strategic in nature A team assigned to open up a new retail outlet store in a global company that has thousands... Contents Preface xi Acknowledgments xv The Authors xvii Introduction 1 1 What Is Strategic Leadership? 2 Strategic Thinking 43 3 Strategic Acting 83 4 Strategic Influence 123 5 Strategic Leadership Teams 167 6 Making Strategy a Learning Process in Your Organization 193 Becoming a Strategic Leader 215 7 7 Appendix A: Strategic Driver Paired-Voting Form 229 Appendix B: STRAT: Strategic Team Review and Action... their organizations, reflecting the increasingly collaborative TLFeBOOK 6 BECOMING A STRATEGIC LEADER nature of this process More than any other organizational activity, it represents the confluence of ideas and action We’ve said many times in our DSL program that strategic leadership exists in the white spaces on organizational charts No single functional area or group has the breadth of information and... chapters to the specific question of how individuals and teams exercise strategic leadership The Definition and Focus of Strategic Leadership Individuals and teams enact strategic leadership when they think, act, and influence in ways that promote the sustainable competitive advantage of the organization This statement is a real mouthful But because it encompasses all of the critical elements of strategic. .. subtle and important differences: strategic leadership is exerted when the decisions and actions of leaders have strategic implications for the organization It might also be described in this way: • Strategic leadership is broad in scope • The impact of strategic leadership is felt over long periods of time • Strategic leadership often involves significant organizational change TLFeBOOK 12 BECOMING A STRATEGIC. .. organization (or one’s part of it) Our title, Becoming a Strategic Leader, underscores a central lesson we’ve learned in this work: that strategic leadership is about becoming It’s about a process of never-ending individual, team, and organizational learning Working at CCL and with the DSL program has been a privilege, in particular because of the opportunity we have had to help so many individuals play a. .. reports, and even their bosses It’s that energy that can transform an organization by bringing it full awareness of its circumstances and challenges, and that enables it to remain flexible, creative, adaptive, forward-looking, and strategic in its intent Those are the qualities of sustained competitive advantage, the goal of every strategic leader The parts of the book dealing with how to create organizational... the strategic impact of a new compensation system that touches all parts of the organization, provides a structure for defining differences in roles and appropriate salary ranges, and ties performance plans and measures to the strategic objectives of the organization, giving people a clear understanding of what is required to advance along various career ladders The human resources team that designed and... Xerox, American Power Conversion, Neoforma, and Catholic Healthcare Partners Those individuals include Rob Prichard, Karen Hanna, and Kim Eckel at Torstar; Donna Hayes, Trish Hewitt, and Isabel Swift at Harlequin; Marilyn O’Connell at Verizon; Margaret Wheeler at Starbucks; Tim Conlon and Jim Firestone at Xerox; Andrew Cole at American Power Conversion; Steve Wigginton, Rebecca Oles, and Amanda Mogin at... organization has not made difficult but necessary choices As Michael Porter of the Harvard Business School has said, “Strategy renders choices about what not to do as important as choices about what to do” (Porter, 1996, p 77) Information collected from strategic leadership teams as part of CCL’s Developing the Strategic Leader (DSL) program indicates that it is rare for organizations to have a strategy . on ear- lier drafts of the book, including Mark Edwards, Amy Edmondson, Bill Clover, and Nick Colarelli (Kate’s dad). We’re particularly grateful for the help of Linda Hunter and Carol Vallee,. balance in handling short-term and long-term pressures; moving from a functional or departmen- tal perspective to a broader organizational perspective; and actually creating or influencing organizational. formats. Some content that appears in print may not be available in electronic books. Library of Congress Cataloging-in-Publication Data Hughes, Richard L. Becoming a strategic leader : your role