In our work on business strategy, we have the opportunity to interact with different organizational cultures and structures. The functions of strategy leadership and management vary widely, and the relative engagement of employees is one indicator of the impact. The details of this are addressed in my article on Strategy Engagement, December 2007, Strategic Planning Society.

The leadership behaviors that support enterprise strategy are broadly defined in Studer’s 2008 book, Results That Last. His leadership lessons connect the dots between effective relationships, professional development, employee interaction and communication practice. Studer suggests a series of review and practice methods that reinforce the performance objectives of individuals and groups. And he gathers the principles of consistent quality in communication to drive leadership behaviors at every level of the organization. This book assumes that strategy foundations are in place and that a relatively stable environment exists. However, is tackles the “everyday leadership thought and behavior” that drives performance. We all want “results that last” and that poses a number of broader sustainability issues in contemporary business.