MG84
Course Contents
Module 1 - An Introduction to Strategic Leadership Principles
On Day One the course looks at the necessary components of successful leadership (mission, vision, strategy, resources and culture)
Key Topics
- 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
Module 2 - Formulating Your Strategic Plans
On Day Two the course looks at strategy as the creation of a unique and valuable position.
Key Topics
- 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
Module 3 - Strategic Alignment and Performance
On Day Three the course looks at how to align mission, vision, strategic and culture with people, processes and systems.
Key Topics
- 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
Module 4 - Strategy Implementation and KPI/Performance Measurement
On Day Four the course looks at how to use lateral thinking to clarify KPI/ performance measurement as part of your strategy implementation.
Key Topics
- 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
Module 5 - Being a Strategic Leader
On Day Five the course looks at how to pull all the above together via a strategic planning exercise
Key Topics
- 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
Module 6 -Context, Direction, Vision and Outcomes
On Day One we look at the business context, establish direction and set flexible team and individual goals
Key Topics
- 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
Module 7 - Managing Individual Differences
On Day Two we look at how managers should adapt their leadership approach to meet the needs of team members and key stakeholders
Key Topics
- 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
Module 8 - Communication and Advocacy - Questioning, Listening and Presentation Skills
On Day three we look at the required questioning, listening and presentation skills managers require to successfully.
Key Topics
- 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
Module 9 - Team Building and Empowerment
On Day four we look at how to tailor team leadership approaches to changing conditions and circumstances with confidence
Key Topics
- 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
Module 10 - Coaching and Managing Performance Issues
On Day Five we look at performance mentoring and coaching in a trustworthy and credible manner
Key Topics
- 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 Enquiry ‘mentoring’ and Low Directive/High Enquiry ‘coaching’
- Identify team member development needs that may fall on the mentoring/ coaching continuum
- Learn the key interaction skills of the coaching process
