EDWARD MORRISON is the original developer of Strategic Doing and founder of the Purdue Agile Strategy Lab. The Lab emphasizes the strategic value of collaboration, open innovation, and network-based models in today's global economy. SCOTT HUTCHESON is Associate Director of the Purdue Agile Strategy Lab. Scott has been engaged by nearly 400 industry, public sector, higher education, and nonprofit clients in thirty U.S. states and internationally. ELIZABETH NILSEN is Senior Program Director of the Purdue Agile Strategy Lab. With a background in nonprofit management and higher education, she guides the expansion of the Lab's programming and partnerships. JANYCE FADDEN is Director of Strategic Engagement for the College of Business at the University of North Alabama. She has held leadership positions at Honeywell, General Signal, and Danaher Corporation. NANCY FRANKLIN is Principal of Franklin Solutions, working with leaders to facilitate strategic initiatives. Nancy has led partnerships at Penn State, Virginia Tech, Indiana State, and IBM/ROLM.

• Foreword xvIntroduction xviiOur Promise xixWhy Are We Confident? The Backstory of Our Work xxOur Current Work xxiiiYour Guides for This Book xxvWhy This Book? xxviiOur Credo xxixPostscript xxixNote xxxChapter 1 You Are Here 1The Challenges We Face 3What, Exactly, Has Changed? 7The S-Curve 15The Changes We Need to Make 17Notes 25Chapter 2 Create and Maintain a Safe Space for Deep, Focused Conversation (Skill 1) 27Deep Conversations 29Focused Conversations 30Deep, Focused Group Conversations 31Putting the Skill to Work: The Agile Leader as Conversation Guide 35Case Study: Setting the Stage for Deep Conversations in Flint 36Note 37Chapter 3 Frame the Conversation with the Right Question (Skill 2) 39Adaptive Leadership: One Question, Many Answers 42Appreciative Questions 44Developing Questions to Frame Conversations 46Putting the Skill to Work: The Agile Leader as Questioner 48Case Study: Reframing the Question at a Community Institution in Rockford 49Note 51Chapter 4 Identify Your Assets, Including the Hidden Ones (Skill 3) 53Assets 56Guidelines for Identifying Assets 58Hidden Assets 59Assets Are Starting Points 59Putting the Skill to Work: The Agile Leader as Inventory Taker 60Case Study: Reimagining an IT Department 61Note 63Chapter 5 Link and Leverage Assets to Identify New Opportunities (Skill 4) 65Linking and Leveraging Assets to Innovate 67Linking and Leveraging Assets Force Us to Think Horizontally 70Developing Your Ability to Think Horizontally 71Guiding a Group to Think Horizontally 73Putting the Skill to Work: The Agile Leader as Connector 74Case Study: Linking and Leveraging Assets to Build a Cutting-Edge Industry Cluster 75Note 76Chapter 6 Look for the “Big Easy” (Skill 5) 77Decision-Making Methodologies 79The 2×2 Matrix 81Dealing with Doubts and Doubters 85Putting the Skill to Work: The Agile Leader as Prioritizer 86Case Study: Finding a Way to Jump-Start New Economic Activity 87Chapter 7 Convert Your Ideas to Outcomes with Measurable Characteristics (Skill 6) 89Great Ideas Lie Below the Surface 92Three Questions to Ask 93Measuring 96Putting the Skill to Work: The Agile Leader as Dreamcatcher 98Case Study: Using Metrics to Spur New Workforce Development Strategies in Kokomo 99Chapter 8 Start Slowly to Go Fast – But Start (Skill 7) 103Launching Your Learning 106Qualities of a Good Starting Project 108Keeping the Team on Track 109What Next? 110Putting the Skill to Work: The Agile Leader as Experimenter 111Case Study: Overcoming the Academic Bureaucracy with Small Wins 112Chapter 9 Draft Short-Term Action Plans That Include Everyone (Skill 8) 115Shared Leadership 117Action Plans for Shared Leadership 119Micro-Commitments Build Trust 119Putting the Skill to Work: The Agile Leader as Deal-Closer 121Case Study: Taking Collective Action to Develop a Hub for Community Health 123Chapter 10 Set 30/30 Meetings to Review, Learn, and Adjust (Skill 9) 125Learning Loops 127Building New Habits 128Putting the Skill to Work: The Agile Leader as Convener 130Case Study: Helping a Music Capital Pen Its Next Hits 131Chapter 11 Nudge, Connect, and Promote to Reinforce New Habits (Skill 10) 133Nudging 136Connecting 138Promoting 140Putting the Skill to Work: The Agile Leader as Chief Doing Officer 141Case Study: Turning Micro-Commitments into Larger Innovations 143Chapter 12 Ten Skills. Got It. Now What? 147Putting It All Together: Strategic Doing 153Using Strategic Doing as an Individual 156Using Strategic Doing in a Small Group 157Using Strategic Doing with a Large Initiative 159Final Thoughts 162Learn More 163Bibliography 179Acknowledgments 185About the Authors 187Index 189

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