The 10-day Organisational Strategy & Smart Leadership Programme

Description:

On Day One the course looks at the necessary components of successful leadership (mission, vision, strategy, resources and culture)

KeyTopics:

• Strategic leadership principles (or why, in the same environment, does business performance vary?
• The role of strategic leadership and why it matters
• An overview of the strategic leadership and strategic planning processes
• Know the difference between a strategic plan and a business plan
• Understanding your organization’s mission and vision (and its crucial importance)
• Assessing your organization’s current and desired the external and internal environment

Description:

On Day Two the course looks at strategy as the creation of a unique and valuable position.

KeyTopics:

• The ingredients (organizational activity system) of strategic planning and its impact on competitive advantage/the bottom line
• Effective strategy planning processes: strategic capability (what we want to do), organizational capability (how we want to do it) and resource capability (knowing we can do it)
• The core strategic choices for an organization: what is and is not strategic planning
• The top manager as strategist planner: the competencies of strategic leadership

Description:

On Day Three the course looks at how to align mission, vision, strategic and culture with people, processes and systems.

KeyTopics:

• Creating a strategic management map
• How to get every employee headed in the same direction with shared purpose
• Knowing the key building blocks of strategic leadership execution
• Understanding how performance (growth and profitability) are the result of alignment between employees, customers, strategy and processes
• Integrating the resources and business systems to achieve performance
• How to bring together previously unconnected parts of the organization into an interrelated, easily comprehensive, model to achieve consistent, defined levels of performance

Description:

On Day Four the course looks at how to use lateral thinking to clarify KPI/ performance measurement as part of your strategy implementation.

KeyTopics:

• Old and new learning on strategy implementation and delivering performance
• What should a detailed strategy implementation plan contain?
• What strategic management implementation requires?
• Identifying your core strategy implementation plan
• Identifying department and individual KPIs
• Communicating the strategy and overcoming internal political resistance

Description:

On Day Five the course looks at how to pull all the above together via a strategic planning exercise

KeyTopics:

• Building ‘strategy making’ and implementation into the role of managers at all levels
• Developing strategic leadership and management implementation capability
• Team exercise
• Creating organizational commitment to the business strategy
• Reviewing and evaluation implementation performance progress
• Leading effective strategy making teams
• Back to work action planning

Description:

On Day One we look at the business context, establish direction and set flexible team and individual goals

KeyTopics:

• Identify the requirements of leadership at various stages in the team’s development
• Communicate the business and organizational “context” for your team
• Communicate a “tangible” – that is, concrete and actionable – corporate vision
• Understand the need for outcome-based goals and objectives
• Develop outcomes – i.e. goals and objectives – that are specific, clear and flexible
• Learn how to establish outcomes in times of uncertainty
• Overview the 10 key competencies for team leadership

Description:

On Day Two we look at how managers should adapt their leadership approach to meet the needs of team members and key stakeholders

KeyTopics:

• Identify the behaviors of assertiveness and responsiveness
• Recognize the basic behaviors of the four styles: Analytical, Driver, Amiable and Expressive
• Receive feedback on your own managerial style
• Identify the needs and expectations of the four styles in a team setting
• Practice versatility skills for a variety of people in a variety of business situations
• Develop a strategy for dealing with key stakeholders and team members

Description:

On Day three we look at the required questioning, listening and presentation skills managers require to successfully.

KeyTopics:

• Understand the primary communication barriers and needs in teams
• Practice the skills and applications of active and empathetic listening
• Experience the skills of open and closed questioning both as the questioner and as the one being questioned
• Develop “questioning strategies” for a team-related issues
• Review the elements of trust as they relate to the communication process
• Practice the skills advocacy, i.e. presenting and advocating a specific point of view
• Develop a communication strategy for your team leadership needs

Description:

On Day four we look at how to tailor team leadership approaches to changing conditions and circumstances with confidence

KeyTopics:

• Understand the difference between groups with common interests and true teams
• Distinguish between the needs of teams set up to accomplish specific tasks and those of teams set up to determine issues and approaches on their own
• Practice the skills of jointly developing goals and outcomes for a team
• Identify the key style related interpersonal aspects of team interaction
• Practice the skills of delegating and empowering in a team situation
• Establish effective feedback systems for an intact team
• Master the skills for recognition and celebration in a team setting  

Description:

On Day Five we look at performance mentoring and coaching in a trustworthy and credible manner

KeyTopics:

• Identify and clarify the problems that lie underneath reactions and emotions
• Understand the function, behaviors and growing importance of team empathy
• Develop a leadership strategy for dealing with reactions and conflict
• Understand the content and use of a continuum that differentiates between High
• Directive/Low Inquiry ‘mentoring’ and Low Directive/High Inquiry ‘coaching’
• Identify team member development needs that may fall on the mentoring/ coaching continuum
• Learn the key interaction skills of the coaching process