MOBILIZE LEADERS TO ACCELERATE RESULTS web article. asp? int Article ID = 538 In this article coauthors, Brian Brittain, John Swain and Janice Simpson outline three tactics that have succeeded in unleashing productive energy and accelerating business results for organizations that have used them in a conscious and disciplined manner. Moreover, the ideas discussed in the writing are heavily related to the concepts conferred by Chapter 12 in the textbook referring to strategic leadership. Specifically, Figure 12.

4 shows a diagram of an exercise for gaining effective leadership. The author's ideology for their 3 common practices of strategic tactics known as; Beyond the cascade, Live the Story, and Implement a Sustaining Leadership Strategy are easily reflected by the materials are similar to the 3 directions of the exercise. In the fast-changing global workplace, there is no longer one organizational structure that can be used universally to increase organizational performance. Change is the only constant in today's global, knowledge-based economy. Leaders need skills necessary to think and act strategically in translating mission into objectives, developing plans and programs to accomplish objectives, and to implement plans and programs.

Each organization, department, and division must define the best systems and structures for its specific vision, mission, strategies, and competencies. The leader must get input and support from the experts who are busy doing the work of the organization and create alignment with customers and stakeholders. The International manager / executive as well as public sector executives and manager should create a road map to build organizational systems that are dynamic, flexible, and outcome focused that are successful in creating high performance. Some practical results I found to be important include: 1) Link organizational competencies to outcomes and results defined in your strategic plan. 2) Define 'high performance' for an agency, department, or division using a model that drives alignment throughout the organization. 3) Link individual competencies and performance with organizational needs.

4) Explore performance-based diagnostic models that will allow assessment of current performance. 5) Identify the gaps between existing and desired states. 6) Understand the latest research on leadership style and its link to organizational performance. 7) Develop an action plan to improve performance in the organization.