Table of Contents

1. COVER
2. FOREWORD
3. INTRODUCTION
   1. OUR PROMISE
   2. WHY ARE WE CONFIDENT? THE BACKSTORY OF OUR WORK
   3. OUR CURRENT WORK
   4. YOUR GUIDES FOR THIS BOOK
   5. WHY THIS BOOK?
   6. OUR CREDO
   7. POSTSCRIPT
   8. NOTE
4. Chapter 1: YOU ARE HERE
   1. THE CHALLENGES WE FACE
   2. WHAT, EXACTLY, HAS CHANGED?
   3. THE S‐CURVE
   4. THE CHANGES WE NEED TO MAKE
   5. NOTES
5. Chapter 2: CREATE AND MAINTAIN A SAFE SPACE FOR DEEP, FOCUSED CONVERSATION (SKILL 1)
   1. DEEP CONVERSATIONS
   2. FOCUSED CONVERSATIONS
   3. DEEP, FOCUSED GROUP CONVERSATIONS
   4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CONVERSATION GUIDE
   5. NOTE
6. Chapter 3: FRAME THE CONVERSATION WITH THE RIGHT QUESTION (SKILL 2)
   1. ADAPTIVE LEADERSHIP: ONE QUESTION, MANY ANSWERS
   2. APPRECIATIVE QUESTIONS
   3. DEVELOPING QUESTIONS TO FRAME CONVERSATIONS
   4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS QUESTIONER
   5. NOTE
7. Chapter 4: IDENTIFY YOUR ASSETS, INCLUDING THE HIDDEN ONES (SKILL 3)
   1. ASSETS
   2. GUIDELINES FOR IDENTIFYING ASSETS
   3. HIDDEN ASSETS
   4. ASSETS ARE STARTING POINTS
   5. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS INVENTORY TAKER
   6. NOTE
8. Chapter 5: LINK AND LEVERAGE ASSETS TO IDENTIFY NEW OPPORTUNITIES (SKILL 4)
   1. LINKING AND LEVERAGING ASSETS TO INNOVATE
   2. LINKING AND LEVERAGING ASSETS FORCE US TO THINK HORIZONTALLY
   3. DEVELOPING YOUR ABILITY TO THINK HORIZONTALLY
   4. GUIDING A GROUP TO THINK HORIZONTALLY
   5. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CONNECTOR
   6. NOTE
9. Chapter 6: LOOK FOR THE “BIG EASY” (SKILL 5)
   1. DECISION‐MAKING METHODOLOGIES
   2. THE 2×2 MATRIX
   3. DEALING WITH DOUBTS AND DOUBTERS
   4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS PRIORITIZER
10. Chapter 7: CONVERT YOUR IDEAS TO OUTCOMES WITH MEASURABLE CHARACTERISTICS (SKILL 6)
    1. GREAT IDEAS LIE BELOW THE SURFACE
    2. THREE QUESTIONS TO ASK
    3. MEASURING
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS DREAMCATCHER
11. Chapter 8: START SLOWLY TO GO FAST – BUT START (SKILL 7)
    1. LAUNCHING YOUR LEARNING
    2. QUALITIES OF A GOOD STARTING PROJECT
    3. KEEPING THE TEAM ON TRACK
    4. WHAT NEXT?
    5. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS EXPERIMENTER
12. Chapter 9: DRAFT SHORT‐TERM ACTION PLANS THAT INCLUDE EVERYONE (SKILL 8)
    1. SHARED LEADERSHIP
    2. ACTION PLANS FOR SHARED LEADERSHIP
    3. MICRO‐COMMITMENTS BUILD TRUST
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS DEAL‐CLOSER
13. Chapter 10: SET 30/30 MEETINGS TO REVIEW, LEARN, AND ADJUST (SKILL 9)
    1. LEARNING LOOPS
    2. BUILDING NEW HABITS
    3. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CONVENER
14. Chapter 11: NUDGE, CONNECT, AND PROMOTE TO REINFORCE NEW HABITS (SKILL 10)
    1. NUDGING
    2. CONNECTING
    3. PROMOTING
    4. PUTTING THE SKILL TO WORK: THE AGILE LEADER AS CHIEF DOING OFFICER
15. Chapter 12: TEN SKILLS. GOT IT. NOW WHAT?
    1. PUTTING IT ALL TOGETHER: STRATEGIC DOING
    2. USING STRATEGIC DOING AS AN INDIVIDUAL
    3. USING STRATEGIC DOING IN A SMALL GROUP
    4. USING STRATEGIC DOING WITH A LARGE INITIATIVE
    5. FINAL THOUGHTS
16. LEARN MORE
    1. INTRODUCTION
    2. CHAPTER 1: YOU ARE HERE
    3. CHAPTER 2: SKILL 1
    4. CHAPTER 3: SKILL 2
    5. CHAPTER 4: SKILL 3
    6. CHAPTER 5: SKILL 4
    7. CHAPTER 6: SKILL 5
    8. CHAPTER 7: SKILL 6
    9. CHAPTER 8: SKILL 7
    10. CHAPTER 9: SKILL 8
    11. CHAPTER 10: SKILL 9
    12. CHAPTER 11: SKILL 10
    13. CHAPTER 12: TEN SKILLS. GOT IT. NOW WHAT?
17. BIBLIOGRAPHY
18. ACKNOWLEDGMENTS
19. ABOUT THE AUTHORS
20. INDEX
21. END USER LICENSE AGREEMENT

List of Illustrations

1. Chapter 1
   1. Figure 1.1 Twentieth Century Fox Film Corporation, 1940s organization chart.
   2. Figure 1.2 Network structure.
   3. Figure 1.3 Apple iPod network map.
   4. Figure 1.4 S‐Curves.
   5. Figure 1.5 The people in a network.
2. Chapter 6
   1. Figure 6.1 A 2×2 matrix.
3. Chapter 12
   1. Figure 12.1 The Four Questions of Strategic Doing.

Guide

1. Cover
2. Table of Contents
3. Begin Reading