Strategic Development: Thinking, Planning, Management and Leadership Training Course

Session 1: Strategic Mindset

• Defining the concept of 'Strategy'
• The three fundamental pillars of Corporate Strategy
• Process, Content, and Context
• Integrating the three core areas through a cohesive process

Session 2: Navigating Leadership Challenges

• Distinguishing between Management and Leadership
• Reviewing established leadership theories
• Understanding the mutual expectations between leaders and staff
• Recognising key leadership traits
• Attributes of an effective leader
• Inspiration, impact, and charisma versus isolation in leadership roles
• The principles of Transformational leadership

Case Study and Exercise

Session 3: Defining Your Vision

• Differentiating 'Mission' from 'Vision'
• Common reasons for strategic plan failure and preventive measures
• Establishing a robust and sustainable Vision
• The importance of clarity and measurability in objectives
• Gaining organisational buy-in for the Vision

Case Study and Exercise

Session 4: Cultivating Strategic Capability

• Integrating strategic planning with everyday thinking
• Developing techniques to enhance strategic thought processes
• Effective communication in a strategic context
• Identifying critical skills required for success

Case Study and Exercise

Major Case Study Workshop: In small groups, participants will formulate a plan to launch a new business or strategy following a comprehensive analysis of the current business environment and influencing factors. The plan must align resource assessment and environmental analysis with the defined vision.

Session 5: Analysing the Business Environment

• Understanding External Environments
• The General Business Environment
• Identifying key influences impacting the business
• Business Product and Service Cycles
• Customer Analysis

Case Study and Exercise

Session 6: Resource Analysis

Assessing the Organisation

• Adopting a holistic approach
• Addressing Silo Issues
• Cross-organisational Assessment
• Comprehensive Assessment covering:
  • Financial, Human Resources, Operations, Systems, and Management Style

Case Study and Exercise

Session 7: Motivation and Change Management

• Fundamental motivational theories
• Practical approaches to motivation
• The role of financial compensation as a motivator
• The role of Change Agents
• Understanding and addressing Resistance to change
• The DREC curve in change management
• Effective approaches to managing change

Case Study and Exercise

Session 8: Formulating the Strategy

• Translating 'Vision into Reality'
• Creating strategic momentum
• Developing viable Strategic Options
• Implications of Strategy:
  1. Identifying key Stakeholders
  2. Achieving Cross-organizational Buy-in
  3. Anticipating Potential conflict areas
  4. Strategies for Countering Objections

Case Study and Exercise

Session 9: Projects and Performance Metrics

• Distinguishing New Projects from Business as Usual
• The necessity of KPIs and Performance Metrics
• Approaches to measurement
• Applying the Scorecard Approach
• Key business drivers and ensuring traceability
• Balancing Hard and Soft Measures
• Establishing a robust metrics framework
• Project Tracking mechanisms
• Risk reporting protocols

Case Study and Exercise

Session 10: The Implementation Phase

• Resource allocation, strategic planning, and control mechanisms
• Utilising effective planning tools
• Setting clear Objectives
• Defining specific Tasks
• Managing Communications throughout the process
• Strategic Resource Allocation
• Understanding Resource characteristics
• Building a high-performing team
• Managing Projects versus 'Business as Usual'

Case Study and Exercise

Session 11: Managing Strategic Change and Conflict

• The necessity of conflict – understanding its healthy aspects
• Viewing Conflict as a problem to be solved
• Root causes of conflict
• Strategies for managing, mitigating, or avoiding conflict
• Assessing the impact of change and managing resulting effects
• Communicating the benefits of change to the organisation
• Minimising potential downsides
• Ensuring the strategic plan remains on track

Case Study and Exercise

Session 12: Evaluating Your Team

• Preparing for assessment work
• Reviewing Personnel files
• Analysing Work Records
• Feedback from other colleagues
• Insights from Meetings
• Observations from Discussion groups and Forums

Case Study and Exercise: Two delegates will role-play a manager and team member during an initial encounter. The group will then conduct a friendly de-brief and discuss the interaction.

Session 13: Interpersonal Dynamics

• Various Management styles
• Different Behavioural styles
• Institutional cultural style
• Organizational and management policy style
• Developing Your personal style
• Facilitating effective Meetings
• Conducting One-to-one encounters
• Overcoming resistance to change
• Navigating relationships with superiors
• Presenting issues and challenges to your team

Case Study and Exercise: Your supervisor requests the re-allocation of certain responsibilities. The affected staff are resistant due to nervousness about change. How would you handle this situation?

Session 14: Communication Proficiency

• Adapting to Different styles
• Aligning with Corporate and Management style
• Mastering Oral, written, and electronic communication
• Fostering two-way communication
• Cultivating esprit de corps
• Effectively using 'Top-down' directives
• Addressing resistance through communication

Case Study and Exercise: Your predecessor conducted weekly team meetings but delegated chairing duties to a senior employee. Do you agree with this approach? Would you change it? If so, how?

Session 15: Leadership Styles

• Academic definitions of management styles
• Identifying Your preferred style
• Aligning with Your institutions style and your supervisor's Style
• Determining what works best for your department
• Identifying what works best for the team

Case Study and Exercise: Is the collaborative style of management advocated by most experts the most effective?

Session 16: The Supervisor's Role

• Transitioning from Team member to Supervisor
• Ensuring Your Team achieves collective goals
• Driving continuous improvement within the Team
• Managing the holistic role – time management and effective goal setting
• Establishing Leadership 'Presence' – projecting authority and confidence
• The Impact of Supervisor Behaviour – on the Team and individual members
• Core focuses of the effective Supervisor

Case Study: You have been promoted ahead of a colleague and friend who is visibly disappointed. How should you manage this situation?

Session 17: Problem Resolution

• Managing issues informally, semi-formally, and formally
• Effective Methods of problem solving
• Enlisting help and guidance when needed
• Achieving Resolution
• Knowing when to use Referral

Case Study and Exercise: Staff performance is low due to excessive workload. Your supervisor disagrees and instructs you to manage the situation. How do you handle this challenging brief?

Session 18: Driving Motivation

• Fundamental motivating factors
• Creating a supportive environment
• The Carrot and stick approach
• Nurturing talent
• The concept of Patronage and support

Case Study and Exercise: How would you motivate your team to work over the weekend without offering additional rewards?

Session 19: Effective Delegation

• Mastering The art of delegation
• Determining When to delegate
• Effective Supervising of delegated tasks
• Avoiding over-management
• Monitoring progress appropriately
• Understanding Trade finance in a business context

Case Study: You have asked your deputy to prepare the preliminary budget. How do you monitor the process without interfering? At what point would you take over, and how would you manage the transition?

Session 20: Conflict Resolution Strategies

• Primary causes of conflict
• Proven Resolution methods
• Involving management when necessary
• Handling Challenges to your authority
• Following Formal procedures

Case Study: You assign a task to a junior employee. They refuse, claiming they are too busy. When you insist, they publicly decline again. How do you address this direct challenge to your authority?

Session 21: Performance Appraisals

• The Importance of regular appraisals
• Setting clear Objectives for the appraisal
• Considering Remuneration implications
• Conducting the Appraisal process
• Providing Encouragement and guidance
• Constructively addressing weaknesses

Case Study: You must select one person for promotion from two candidates and inform both of the outcome. How do you handle the conversation with the unsuccessful candidate?