1.10 The GAS model: Designing practical organizational processes 33
➥Helps leaders optimally design or redesign leadership processes, by making trade-
offs to ensure processes are practical and usable.
1.11 Integrity: Gut-level ethics 36
➥Takes the cerebral concept of ethics and places it where leaders can understand and
act on it—at gut level.SECTION2—TOOLS FORBIG-PICTURETHINKING
2.1 Introduction to systems thinking for leaders 40
➥Introduces leaders to the elements of systems thinking—looking for patterns and
relationships, then understanding and optimizing all systems.
2.2 The 7S model: Aligning for success 45
➥Encourages leaders to think systemically, particularly when planning large systems
or systemwide change within an organization.
2.3 Directional statements: Three levels of clarity 48
➥Helps leaders make sense of a Babel of directional terms—mission, purpose, strate-
gy, values, beliefs, goals, objectives, vision, and so on.
2.4 Visioning and vision statements 51
➥Assists leaders with an important skill—visioning. The vision of this tool is to
inspire you to create, with others, an inspiring vision!
2.5 Values and leadership 55
➥Provides guidance for clarifying and living one’s values, the bedrock of an organiza-
tion’s culture.
2.6 Clarifying purpose: Harnessing people power in organizations 59
➥Helps leaders to define purpose and meaning, a skill that distinguishes leadership
from management.
2.7 Writing clear goal statements 62
➥Provides the concepts and tools needed to define and write clear result statements.
2.8 Measuring success: The balanced scorecard 65
➥This modern tool helps leaders establish measurements beyond the traditional
financial and production numbers.SECTION3—TOOLS FORSTRATEGICTHINKING
3.1 The leader as strategist 69
➥Summarizes and compares the most prominent perspectives on strategy of the past
20 years.
3.2 The sigmoid curve: Anticipating and preparing for change despite
current success 73
➥Challenges, in a novel way, the maxim, “If it ain’t broke, don’t fix it,” by asking
leaders to think about new directions while things are still going well.
3.3 SWOT: Strengths, weaknesses, opportunities, and threats 76
➥As a springboard for strategy clarification, asks leaders to examine the current state
of the organization, both inside and out.
3.4 The fundamentals of business-unit strategy 79
➥Focuses on how to compete within a market defined by the larger corporation.xii ANNOTATEDCONTENTS