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velop%20a%20strategic%20business%20perspective,%20CEOs%20need%20to:%3C/p%3E%20%0A%3Cul%3E%20%0A%20%3Cli%3ECreate%20and/or%20participate%20in%20a%20cross-functional%20committee.%3C/li%3E%20%0A%20%3Cli%3EPerform%20a%20knowledge-based%20SWOT%20(strengths,%20weaknesses,%20opportunities,%20and%20threats)%20analysis,%20comparing%20your%20organization%E2%80%99s%20knowledge%20to%20that%20of%20its%20competitors%20and%20to%20the%20knowledge%20required%20to%20execute%20your%20organization%E2%80%99s%20own%20strategy.%3C/li%3E%20%0A%20%3Cli%3ERather%20than%20accept%20the%20learning%20opportunities%20that%20happen%20to%20occur,%20try%20to%20stage%20activities%20that%20broaden%20learning%20in%20areas%20considered%20strategic.%20Start%20by%20defining%20what%20your%20organization%20knows%20about%20competitively%20important%20factors%20(e.g.,%20why%20do%20customers%20buy%20your%20product%20or%20service?).%20Proactively%20create%20learning%20opportunities%20around%20these%20factors.%3C/li%3E%20%0A%20%3Cli%3EInvolve%20people%20throughout%20the%20organization%20in%20the%20strategic%20planning%20process.%3C/li%3E%20%0A%20%3Cli%3EDevelop%20a%20multi-year%20strategy%20that%20includes%20steps%20for%20you%20and%20your%20staff%20to%20take%20in%20order%20to%20grow%20the%20business.%20Analyze%20where%20your%20successes%20have%20been%20and%20how%20they%20will%20apply%20to%20likely%20future%20trends.%3C/li%3E%20%0A%3C/ul%3E%20%0A%3Cp%3EThere%20is%20one%20competency%20where%20innovative%20leaders%20perform%20more%20poorly%20than%20less%20innovative%20leaders%20%E2%80%94%20maintaining%20order%20and%20accuracy.%20For%20this%20reason,%20organizations%20need%20to%20supplement%20innovation%20initiatives%20with%20people%20who%20are%20strong%20in%20project%20management,%20or%20provide%20tools%20and%20training%20to%20help%20the%20innovators%20manage%20the%20details%20more%20effectively.%3C/p%3E%20%0A%3Cp%3EOur%20data%20also%20suggested%20that%20a%20strong%20customer%20orientation%20is%20a%20starting%20point%20for%20building%20a%20strategic%20marketplace%20perspective%20in%20leaders.%20%26nbsp%3BIdentify%20early%20career%20employees%20who%20consistently%20consider%20the%20customer%20perspective%20when%20making%20decisions.%20These%20individuals%20may%20be%20future%20innovators.%20Exposing%20these%20customer-centric%20employees%20to%20strategic%20projects%20and%20to%20work%20that%20touches%20the%20customer%20experience%20along%20the%20life%20cycle%20will%20groom%20them%20to%20be%20future%20innovators.%3C/p%3E%20%0A%3Cp%3EFinally,%20we%20analyzed%20the%20behavioral%20styles%20of%20the%20highest-level%20innovators%20and%20found%20four%20subsets.%20Leaders%20with%20%E2%80%9Cdriving%20styles%E2%80%9D%20were%20the%20most%20likely%20to%20be%20innovative%20because%20they%20are%20willing%20to%20chart%20their%20own%20course%20and%20to%20stand%20alone%20in%20developing%20a%20creative,%20fresh%20approach%20to%20a%20product%20or%20service.%26nbsp%3B%20People%20with%20%E2%80%9Cimpacting%20styles%E2%80%9D%20are%20also%20likely%20to%20drive%20innovation%20through%20their%20ability%20to%20convince%20and%20persuade%20others%20toward%20a%20new%20way%20of%20thinking.%26nbsp%3B%20On%20the%20other%20hand,%20%E2%80%9Csupporting%E2%80%9D%20and%20%E2%80%9Ccontemplative%E2%80%9D%20individuals%20tend%20not%20to%20be%20innovative%20leaders.%26nbsp%3B%20They%20need%20more%20organizational%20encouragement%20and%20structure%20to%20help%20them%20bring%20their%20out-of-the-box%20ideas%20to%20the%20table.%3C/p%3E%20%0A%3Cp%3EThe%20data%20suggests%20that%20the%20most%20innovative%20CEOs%20don%E2%80%99t%20ignore%20risks%20%E2%80%93%20they%20manage%20them.%20These%20leaders%20anticipate%20what%20can%20go%20wrong%20without%20getting%20boxed%20in.%20They%E2%80%99re%20curious,%20and%20they%20seize%20on%20clear%20opportunities,%20balancing%20exploration%20with%20being%20opportunistic.%20The%20CEOs%20who%20are%20most%20likely%20to%20lead%20innovation%20are%20driving,%20high-impact%20individuals,%20who%20aren%E2%80%99t%20afraid%20to%20be%20assertive,%20independent,%20and%20above%20all,%20curious.%3C/p%3E%0A%0A%09%09%09%09%09%3C/div%3E%3C/div%3E%3C/div%3E%3C/div%3E%3C/div%3E%3C/div%3E%3Cdiv%20id=%22background%22%3E%3Cdiv%20id=%22background_shading%22%3E%3C/div%3E%3C/div%3E%3C/div%3E%3Clink%20rel=%22stylesheet%22%20href=%22https://markups.kdanmobile.com/mymarkup/front/the_components/reformat/style.css%22%20type=%22text/css%22%3E%3C/body%3E

Summary | 12 Annotations
In Conference Board’s 2015 CEO Challenge study, 943 CEOs ranked “human capital” and “innovation” as their top two long-term challenges to driving business growth.
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XBInsight has collected competency data on nearly 5,000 leaders across a wide range of industries
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Identify, document and plan for risks as part of developing strategic alternatives.
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Set a time limit for analyzing a particular situation to avoid overthinking decisions.
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Create a learning environment or community to encourage the free flow of new knowledge and perspectives
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Stimulate new thinking by examining mistakes and setbacks as opportunities to learn
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Think about the difference between being assertive and being aggressive.
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The trick to being assertive is to share your views, but not to force them. Assertive leaders are effective because they look for win-win solutions and show respect for others
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Learn to see advantages in changing situations and new developments.
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Remember that you do not need to undertake opportunities alone. Make it a collaborative effort by asking valued employees to help you out.
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  On the other hand, “supporting” and “contemplative” individuals tend not to be innovative leaders.  They need more organizational encouragement and structure to help them bring their out-of-the-box ideas to the table.
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most innovative CEOs don’t ignore risks – they manage them
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