, Contents
Preface
Acknowledgments
Section IBasics
1.Leading Strategic Change
2.Levels of Human Behavior
3.Leadership Point of View
4.Seeing What Needs To Be Done
5.Understanding All the Forces at Play
6.The Courage to Act
7.Leadership and Problems
8.What’s a “Problem?”
9.The Problem with Problems
10.Leader as Creator
11.Power and Leadership
12.The Diamond Model of Leadership
13.Choice and Obligation
14.Inside-Out or Outside-In
15.Buy-In
Section IIWho Are You?
16.The Northern Ball: Who Am I?
17.Early Childhood Development
18.The Most Important Question in Life
,19.Intelligence
20.Self-Awareness
21.The Rational-Emotive-Behavior Model
22.Leadership and Self-Deception
23.Self-Concept
24.Career Concepts
25.Develop Your Opinions
26.Balancing Your Life
27.Balancing Your Focus
28.Decision Making
29.Decision-Making Pyramid
Section IIIThe Unexplored Linkage Between Feel and Performance
30.Feel and Performance
31.Connecting Feel and Performance: Flow
32.What Do You Think of Flow?
33.The Resonance Model
34.Managing Your Energy: External and Internal Dreams
35.Preparation
36.Obstacles
37.Revisiting the Dream
Section IVGlobal Business Leaders
38.The Importance of Global Business Leaders
39.Cultural Tolerance
, 40.Humility to Learn
41.Honesty
42.Patient Impatience
43.Well Spoken
44.Presence
45.Determination
Section VWhat’s Your Strategic Story?
46.The Eastern Ball: Strategic Thinking: What’s Your Story?
47.Hope Is Not a Strategy
48.Ansoff’s Model of Strategic Growth
49.Porter’s Five Forces Industry Analysis
50.Value Chain
51.Boston Consulting Group Model
52.Design Thinking
53.The Ecological Model
54.Strategy as Revolution
55.The Experience Economy
56.The Innovator’s Dilemma
57.Good to Great Model
58.Strategy Maps
59.Scenario Planning
60.Chart Your Course
61.Mission Statements
Preface
Acknowledgments
Section IBasics
1.Leading Strategic Change
2.Levels of Human Behavior
3.Leadership Point of View
4.Seeing What Needs To Be Done
5.Understanding All the Forces at Play
6.The Courage to Act
7.Leadership and Problems
8.What’s a “Problem?”
9.The Problem with Problems
10.Leader as Creator
11.Power and Leadership
12.The Diamond Model of Leadership
13.Choice and Obligation
14.Inside-Out or Outside-In
15.Buy-In
Section IIWho Are You?
16.The Northern Ball: Who Am I?
17.Early Childhood Development
18.The Most Important Question in Life
,19.Intelligence
20.Self-Awareness
21.The Rational-Emotive-Behavior Model
22.Leadership and Self-Deception
23.Self-Concept
24.Career Concepts
25.Develop Your Opinions
26.Balancing Your Life
27.Balancing Your Focus
28.Decision Making
29.Decision-Making Pyramid
Section IIIThe Unexplored Linkage Between Feel and Performance
30.Feel and Performance
31.Connecting Feel and Performance: Flow
32.What Do You Think of Flow?
33.The Resonance Model
34.Managing Your Energy: External and Internal Dreams
35.Preparation
36.Obstacles
37.Revisiting the Dream
Section IVGlobal Business Leaders
38.The Importance of Global Business Leaders
39.Cultural Tolerance
, 40.Humility to Learn
41.Honesty
42.Patient Impatience
43.Well Spoken
44.Presence
45.Determination
Section VWhat’s Your Strategic Story?
46.The Eastern Ball: Strategic Thinking: What’s Your Story?
47.Hope Is Not a Strategy
48.Ansoff’s Model of Strategic Growth
49.Porter’s Five Forces Industry Analysis
50.Value Chain
51.Boston Consulting Group Model
52.Design Thinking
53.The Ecological Model
54.Strategy as Revolution
55.The Experience Economy
56.The Innovator’s Dilemma
57.Good to Great Model
58.Strategy Maps
59.Scenario Planning
60.Chart Your Course
61.Mission Statements
