Page 258 - HBR Leader's Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level

Index 247

complementary, 83 collaboration in, 55–56
diversity in, recruiting for, 82–83 consultants, 61
growing yourself, 182, 194–208 culture and, 105–113
knowing your, 190–192 definition of, 51–52
leadership practices for, 9–13 developing, 9, 11, 45–76
on leadership teams, 80–90 fads on, 45
soft, 10 five tests for good, 66, 67–68
storytelling, 40–42 goal setting, 57–59
strategy development and, 74–75 leadership in, 74–75
Small Business Administration, 148 leadership teams for, 80–90
small wins, 131, 132 make-or-buy options, 63–64
Smith, Brad, 29 narrowing, 66–68
Smith, Jim, 150–154, 155, 161, 224 at PBS, 46–50
learning capability and, 173 pitfalls in, 51
surplus building at, 159 process for strategic choices in, 53–74
Snyder, William, 203 process of, 52–53
social contract, 78–79, 84–85 setting the stage for, 53–56
culture and, 106 trade-offs in, 45–46
managing at the Ford Foundation, understanding the status quo and,
79–81 59–62
sharing incentives philosophy and, vision and, 16, 23, 58
101–105 on where and how to compete, 62–68
signs of trouble in, 84–85 Strativity, 34
Socrates, 182 strengths, 205
soft skills, 10 stretch assignments, 100, 201–202
Spector, Bert, 130 structural mitosis, 127
spin-offs, 167 success
Springer, Dan, 95 measuring your life, 218–219
stakeholders sustaining, 147–148
in strategic choices, 54, 56 surplus, building current to fund the
strategic goals and, 58–59 future, 159–161
in strategy development, 69–71 sustainability, 147–148
strategy development and, 53–54 responsibility for, 179
in vision development, 18–19, 34–39
Stanley Black & Decker, 159, 184, 203,
227–228 taking care of yourself, 182, 212–220
State Street Corporation, 155–156, 213 personal strategies for, 212–216
status quo teams, 78–79
complacency and, 29, 149 behaviors for success in, 104
strategy development and, 59–62 building and coordinating, 86–90
understanding, 59–62 disruptive innovation by, 166–167
storytelling, 40–42 feedback for, 93–94
strategic fit, 68 horizontal thinking for, 89
strategy leadership, assembling, 80–90
assessing options, engaging leadership, in cultural shifts, 109–111
stakeholders, and moving toward operational reviews of, 141–142
decisions in, 69–71 social contract in, 84–85
business unit, 46 stretch goals for, 122–123