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

Session 1: Strategic Thinking

• Defining 'Strategic' concepts
• The Three Core Areas of Corporate Strategy
• Process, Content, and Context
• Processes that link the three core areas

Session 2: The Challenges of Leadership

• The distinction between Management and Leadership
• Key Leadership Theories
• " Expectations of leaders and their teams
• Identifying essential leadership traits
• Characteristics of effective leaders
• Inspiration, impact, and charisma in leadership vs. the "loner" style
• Transformational Leadership

Case Study/Exercise

Session 3: Establishing a Vision

• 'Mission' vs. 'Vision'
• Why strategic plans fail and how to prevent it
• Building a Robust Vision
• " The Need for Clarity and Measurability
• Securing Buy-in for the Vision

Case Study/Exercise

Session 4: Becoming Strategic

• " Strategic Planning and Thinking
• Techniques for Thinking Strategically
• " Effective Communication
• " Identifying Critical Skills for Success

Case Study/Exercise

Major Case Study Workshop: In small groups, delegates will develop a plan to launch a new business or strategy following an analysis of the Current Business Environment and Influences. The plan must assess current resources against the established vision.

Session 5: Analysing the Current Business Environment and Influences

• " External Environments
• " The General Business Environment
• " Key Influences Impacting the Business
• " Business Product/Service Cycles
• " Customer Analysis

Case Study/Exercise

Session 6: Analysis of Resources

Analyzing the Organisation

• " The Holistic Approach
• " Addressing Silo Issues
• " Cross-Organizational Assessment
• " Assessment Areas:
  • Financial, Human Resources, Operations, Systems, and Style

Case Study/Exercise

Session 7: Motivation and Change Management

• " Motivational Theories
• " Practical Motivation Techniques
• " 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'
• " Creating Strategic Momentum
• " Developing Strategic Options
• " Strategy Implications:
  1. Identifying Stakeholders
  2. Cross-Organizational Buy-in
  3. Potential Conflict Areas
  4. Countering Objections

Case Study/Exercise

Session 9: Projects and Measures of Success

• " New Projects vs. Business as Usual
• " The Need for KPIs
• " 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
• " Setting Objectives
• " Defining Tasks
• " Communication Strategies
• " Resource Allocation
• " Resource Characteristics
• " Building the Team
• " Projects vs. 'Business as Usual'

Case Study/Exercise

Session 11: Managing Strategic Change, Including Conflict Management

• " The Role of Conflict – Is it Healthy?
• " Conflict as a Problem
• " Causes of Conflict
• " Managing, Mitigating, or Avoiding Conflict
• " Impact of Change and Managing Effects
• " Selling the Benefits of Change to the Organization
• " Minimizing Downside Risks
• " Keeping the Plan on Track

Case Study/Exercise

Session 12: Assessing Your Team

• " Preparatory Work
• " Personnel Files
• " Work Records
• " Input from Other Colleagues
• " Meetings
• " Discussion Groups and Forums

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

Session 13: Dealing with People

• " Management Styles
• " Behavioral Styles
• " Bank Cultural Style
• " Bank and Management Policy Style
• " Your Personal Style
• " Conducting Meetings
• " One-on-One Encounters
• " Overcoming Resistance
• " Dealing with Your Own Bosses
• " Selling Issues and Challenges to Your Team

Case Study/Exercise: Your boss requires you to re-allocate responsibilities. The affected staff may be unhappy as they are anxious about change. How will you handle this situation?

Session 14: Communication Skills

• " Different Communication 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 did not chair them, choosing 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 gurus is the best approach?

Session 16: The Role of a Manager

• " Transitioning from Team Member to Supervisor
• " Ensuring the Team Achieves Goals
• " Driving 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 visibly disappointed. How should you handle this situation?

Session 17: Managing Problems

• " Informal, Semi-Formal, and Formal Dealing
• " Problem-Solving Methods
• " Enlisting Help and Guidance
• " Resolution Strategies
• " Referral Processes

Case Study/Exercise: Your staff are underperforming due to excessive workload. Your boss disagrees and instructs you to manage the situation. How do you handle this seemingly impossible brief?

Session 18: Motivation

• " Basic Motivating Factors
• " Creating the Right Environment
• " The Carrot and Stick Approach
• " Nurturing Talent
• " Patronage

Case Study/Exercise: How would you persuade your team to work on a weekend without additional rewards?

Session 19: Delegation

• " The Art of Delegation
• " When to Delegate
• " Supervising Tasks
• " Avoiding Overkill
• " Monitoring Progress
• " Understanding Trade Finance

Case Study: You have asked your deputy to prepare a preliminary budget for your department. How do you monitor the process without undermining their authority? At what point would you take over, and how would you handle the transition?

Session 20: Conflict and Resolution

• " Main Causes of Conflict
• " Resolution Methods
• " Involving Management
• " Dealing with Challenges to Authority
• " Formal Procedures

Case Study: You ask a junior to perform a task. They claim to be too busy, but you insist. They refuse again, publicly. How should you handle this direct challenge to your authority?

Session 21: Staff Appraisals

• " Importance of Appraisals
• " Objectives of the Process
• " Remuneration Considerations
• " Conducting the Appraisal
• " Encouragement and Guidance
• " 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 unsuccessful individual?