Course Outline
Session 1: Strategic Thinking
- Defining 'Strategic'
- Three Core Areas of Corporate Strategy
- Process, Content, and Context
- Processes Linking the Three Core Areas
Session 2: The Challenges of Leadership
- Management vs. Leadership
- Leadership Theories
- Expectations of Leaders and Their Staff
- Identifying Leadership Traits
- Characteristics of a Good Leader
- Inspiration, Impact, and Charisma in Leadership versus the 'Loner'
- Transformational Leadership
Case Study/Exercise
Session 3: Establishing a Vision
- 'Mission' vs. 'Vision'
- Reasons Strategic Plans Fail and How to Avoid Failure
- Agreeing on a Robust Vision
- The Need for Clarity and Measurability
- Gaining Buy-in for the Vision
Case Study/Exercise
Session 4: Becoming Strategic
- Strategic Planning and Thinking
- Developing Techniques for Strategic Thinking
- Communication
- Identifying Critical Skills for Success
Case Study/Exercise
Major Case Study Workshop: Participants will work in small groups to agree on a plan to launch a new business or business strategy after analyzing the Current Business Environment and Influences. The plan should assess resources and Current Business Environment and Influences against the vision.
Session 5: Analysing the Current Business Environment and Influences
- External Environments
- The General Environment
- Key Influencing Factors
- Business Product/Service Cycles
- Customer Analysis
Case Study/Exercise
Session 6: Analysis of Resources
Analysing the Organisation
- The Holistic Approach
- Silo Issues
- Cross-Organisational Assessment
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Assessment:
- Financial, Human Resources, Operations, Systems, Style
Case Study/Exercise
Session 7: Motivation and Change Management
- Motivational Theory
- Practical Motivation
- Money as a Motivator
- Change Agents
- Resistance to Change
- The DREC Curve
- Approaches to Change Management
Case Study/Exercise
Session 8: Establishing the Strategy
- Turning 'Vision into Reality'
- Creation of Strategic Movement
- Developing Strategic Options
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Strategy Implications
- Identifying the Stakeholders
- Cross-Organisational Buy-in
- Potential Conflict Areas
- Countering Objections
Case Study/Exercise
Session 9: Projects and Measures of Success
- New Projects vs. Business as Usual
- The Need for KPMs (Key Performance Measures)
- Measurement Approaches
- Using the Scorecard Approach
- Key Business Drivers and Traceability
- Hard and Soft Measures
- Establishing a Metrics Framework
- Project Tracking
- Risk Reporting
Case Study/Exercise
Session 10: The Implementation Process
- Resource Allocation, Strategic Planning, and Control
- Planning Tools
- Objectives
- Tasks
- Communications
- Resource Allocation
- Resource Characteristics
- Building the Team
- Projects vs. 'Business as Usual'
Case Study/Exercise
Session 11: Managing the Strategic Change including Conflict Management
- The Necessity of Conflict – Is it Healthy?
- Conflict as a Problem
- The Causes of Conflict
- Managing, Mitigating, and/or Avoiding Conflict
- The Impact of Change and Managing the Effects
- Selling the Benefits of Change to the Organisation
- Minimizing the Downside
- Keeping the Plan on Track
Case Study/Exercise
Session 12: Assessing Your Team
- Preparatory Work
- Personnel Files
- Work Records
- Feedback from Other Colleagues
- Meetings
- Discussion Groups and Forums
Case Study/Exercise: Two participants will role-play a manager/team member interaction during an initial encounter. The group will then de-brief in a constructive manner and discuss.
Session 13: Dealing With People
- Management Styles
- Behavioral Styles
- Organizational Cultural Style
- Organizational and Management Policy Style
- Your Personal Style
- Meetings
- One-on-One Encounters
- Overcoming Resistance
- Dealing with Your Superiors
- Selling Issues and Challenges to Your Team
Case Study/Exercise: Your boss asks you to re-allocate some responsibilities. The staff concerned will not like it – they are nervous about change. How will you handle this?
Session 14: Communication Skills
- Different Styles
- Corporate/Management Style
- Oral, Written, and Electronic Communication
- Encouraging Two-Way Communication
- Encouraging Esprit de Corps
- Using 'Top Down' Directives
- Dealing with Resistance
Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this approach? Would you change it? If so, how?
Session 15: Management Styles
- Textbook Definitions
- Your Preferred Style
- Your Institution's Style and Your Boss's Style
- What Works Best for Your Department
- What Works Best for the Team
Case Study/Exercise: Do you believe the collegiate style of management favored by most management experts is the best approach?
Session 16: The Role of a Manager
- The Transition from Team Member to Supervisor
- The Role in Ensuring the Team Achieves Its Goals
- Ensuring Continuous Team Improvement
- Managing the Whole Role – Time Management and Effective Goal Setting
- Leadership 'Presence' – Projecting Leadership
- The Influence of Supervisor Behavior on the Team and Individual Members
- The Focus of an Effective Supervisor
Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this situation?
Session 17: Managing Problems
- Dealing Informally, Semi-Formally, and Formally
- Methods of Problem Solving
- Enlisting Help and Guidance
- Resolution
- Referral
Case Study/Exercise: Your staff are not performing because of excessive workload. Your boss disagrees and tells you to manage the situation. How do you handle this seemingly impossible brief?
Session 18: Motivation
- Basic Motivating Factors
- Creating the Right Environment
- Carrot/Stick Approach
- Nurturing
- Patronage
Case Study/Exercise: How would you persuade your team to work on a weekend without extra compensation?
Session 19: Delegation
- The Art of Delegation
- When to Delegate
- Supervising
- Avoiding Overkill
- Monitoring
- What is Trade Finance
Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without stepping on toes? At what point would you take over, and how would you handle it?
Session 20: Conflict and Resolution
- Main Causes
- Resolution Methods
- Involving Management
- Dealing with Challenges to Your Authority
- Formal Procedures
Case Study: You ask a junior staff member to carry out a task. They say they are too busy, but you insist. They refuse again, publicly. How should you handle this direct challenge to your authority?
Session 21: Staff Appraisals
- Importance
- Objectives
- Remuneration Considerations
- Appraisal Process
- Encouragement and Guidance
- Dealing with Weaknesses
Case Study: You have been asked to select one person for promotion from two candidates and inform both of the outcome. How do you handle the unsuccessful individual?
Testimonials (2)
training and feedback
Jochen Jung - Bachem
Course - DZM – delegating tasks and motivating employees
Promoting the interaction between people.
