Encyclopedia of Leadership

Copyright McGraw-Hill 2000. Original purchasers of this book are permitted to photocopy or customize this worksheet by downloading it from
http://www.books.mcgraw-hill.com/training/download.The document can then be opened, edited, and printed using Microsoft Word or other word processing
software.

RELATED LEADERSHIP TOOLS

1.6 Boards of Play 2.3 Directional Statements 2.6 Clarifying Purpose

1.10 The GAS Model 2.4 Visioning 3.2 Sigmoid Curve

2.1 Systems Thinking 2.5 Values

FOR FURTHER READING

Boyett, Joseph H., and Jimmie T. Boyett. The Guru Guide: The Best Ideas of the Top Management Thinkers.John Wiley &
Sons, 1998.

Hamel, Gary, and C. K. Prahalad. Competing for the Future.Harvard Business School Press, 1996.

SECTION 3 TOOLS FORSTRATEGICTHINKING 71

❑ In what ways will your organization have

a competitive edge with its product(s)/

service(s)?

We know that this phrase has been badly

overworked. Nonetheless, managers are often

so caught up in the demands of their roles

and profession, and so immersed in a given

way of thinking, that they know little outside

their organizations and their work.

❑ Seek many opinions and perspectives.

❑ Read and consult with people outside your

industry, organization, and area of

expertise.

[☛6.7 Creativity and Innovation]

❑ Talk to and understand the perspectives of

your customers, suppliers, employees, and

other stakeholders.

❑ Learn about competitors, their directions,

and their core competencies.

[☛5.7 Stakeholder Groups]

❑ Senior management needs to elucidate a

strategic framework that gives others

ample opportunity for strategic

improvising.

❑ Don’t isolate strategic thinking to senior

managers or to a strategic planning group.

❑ Have all business and staff units clarify

their strategies.

❑ Model strategic thinking and challenge

others to think strategically.

[☛10.7 Getting Participation]

❑ Your organizational systems are perfectly

aligned to achieve your current results. In

many ways, the hardest part of strategy

implementation is re-jigging your systems

to support the new strategy.

[☛5.6 Aligning Systems]

Think outside the

box.

Think of your

organization from

the point of view of

others

Let your

strategy evolve.

Have everyone in

your organization

think strategically.

Align systems to

support your

strategy.