"If you manage anything of importance—from a company to functional area—read this book, and share it with your team. You’ll dog ear plenty of pages, and blow away your previous performance."
--Steve Wigginton, executive vice president, Neoforma, Inc.
"The authors write with authority and experience that works well to convince readers they have valuable information to convey. Their advice is specific, concrete and compelling, and the book provides many useful exercises."
--Amy Edmondson, professor, Harvard Business School
"Reader friendly and action packed. An excellent investment in your organization’s future success."
--Graham Tillotson, group executive vice president, The Delfield Group/Enodis
"This book is required reading for leaders at all levels within your organization. Crisp, concise, and practical, Hughes and Beatty have provided a roadmap that will enhance both effectiveness an sustainable competitive advantage."
--Jon Abeles, senior vice president, Catholic Healthcare Partners
"A refreshing addition to the writings on strategic leadership… it suggests, in immediate practical ways, how each organization member can become more engaged and more influential in developing the strategy that will shape their organization’s future."
--David Campbell, Smith Richardson Senior Fellow, Center for Creative Leadership
From the Inside Flap
Today's organizations face difficult challenges in order to remain competitivethe quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership.
In Becoming a Strategic Leader Richard Hughes and Katherine Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations.
Based on CCL's successful Developing the Strategic Leader program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approachthinking, acting, and influencing.