In the second edition of the best-selling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie draw from the Center for Creative Leadership's (CCL) acclaimed Leading Strategically program to offer executives and managers a comprehensive approach to strategic leadership that reaches leaders at all levels of organizations. This thoroughly revised edition concentrates on practical tools for producing impact right away. The authors place special emphasis on three essential strategic components: discovering and prioritizing strategic drivers, which determine sustainability and competitiveness; leadership strategy, which ignites the connections between people critical to enacting the business strategy; and how to foster the individual and organizational learning that is foundational to sustained performance. The authors and other leadership development professionals have used the distinctive and systematic approach described in this book with great success in CCL's Leading Strategically program. The second edition also contains improved self-assessments that help to align the book's lessons learned with the program's current practices. Readers will find fresh suggestions about developing the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. These are critical strategic attributes in a time of ever more rapid change, greater uncertainty, and globalization.

In the second edition of the best-selling Becoming aStrategic Leader, Richard L. Hughes, Katherine ColarelliBeatty, and David L. Dinwoodie draw from the Center for CreativeLeadership's (CCL) acclaimed Leading Strategically program to offerexecutives and managers a comprehensive approach to strategicleadership that reaches leaders at all levels of organizations.This thoroughly revised edition concentrates on practical toolsfor producing impact right away. The authors place special emphasison three essential strategic components: discovering andprioritizing strategic drivers, which determine sustainability andcompetitiveness; leadership strategy, which ignites the connectionsbetween people critical to enacting the business strategy; and howto foster the individual and organizational learning that isfoundational to sustained performance.The authors and other leadership development professionals haveused the distinctive and systematic approach described in this bookwith great success in CCL's Leading Strategically program. Thesecond edition also contains improved self-assessments that help toalign the book's lessons learned with the program's currentpractices.Readers will find fresh suggestions about developing theindividual, team, and organizational skills needed for institutionsto become more adaptable, flexible, and resilient. These arecritical strategic attributes in a time of ever more rapid changegreater uncertainty, and globalization.

Preface ixAcknowledgments xiiiAbout the Authors xviiIntroduction 11. What Is Strategic Leadership? 92. Strategic Thinking 533. Strategic Acting 1054. Strategic Influence 1455. Strategic Leadership Teams 1976. Leadership Strategies for Superior Performance 2297. Developing Strategic Leadership 259Appendix A: Strategic Driver Paired-Voting Form 283Appendix B: STRAT: Strategic Team Review and Action Tool 285Appendix C: Using STRAT to Develop Your Strategic Leadership Team 291Appendix D: STRAT Norm Data 299Appendix E: Talent Sustainability Requirements 303Appendix F: Leadership Strategy Plan Template 305Appendix G: Action Learning Projects Criteria for Project Selection 309References 311Index 319About the Center for Creative Leadership 327