The seminar is split into two modules:
MODULE I (week-1) - Strategy & Strategic Planning.
MODULE II (week-2) - Leading High Performing Teams.
Each module is structured and can be taken as a stand-alone course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a two-week seminar.
Objectives:
By the end of this programme you will be able to:
- To define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process - as part of ‘Helicopter Thinking’.
- To break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage.
- To illustrate it through some well-chosen and highly stimulating case studies - and to distil the lessons from this.
- To apply it to your own area of management responsibility - through planning the analysis, option generation, choice, implementation and measurement phases of strategy.
- To put this within the overall context of the organisation and of the change and influencing process generally.
- To give you a lot more confidence in managing your role strategically within your organisation.
- To understand your role as a manager and a leader.
- To establish clear objectives and standards of performance for your team and to manage and use conflict and challenge.
Training Methodology:
The seminar uses a range of approaches to learning, including experiential group activities, individual exercises, mini-case studies, role plays and syndicate discussions. Formal inputs are used to introduce underpinning theory. A key part of the learning process is sharing the differing experiences participants bring, as well as experimenting with novel – and sometimes challenging – techniques.
Organisational Impact:
- Much better decision-taking and time and resource allocation - leading to better organisational and individual performance.
- Use of a well proven planning process.
- More effective implementation.
Personal Impact:
- Increasing career flexibility (vertically and horizontally).
- Accelerated thinking speed and problem resolution for all difficult dilemmas.
- Far greater motivation and proactivity.
- Exposed to a range of perspectives on teams and the leadership function, sharing examples of best practice and together solving real and simulated team performance issues.
- Practice new and sometimes challenging techniques will build flexibility and confidence in harnessing the power of the team.
Module I (Week-1) - Strategy and Strategic Planning
Day 1: Strategic Thinking and Business Analysis
- What are strategy and strategic planning and why they are important?
- What are the main conceptual frameworks?
- External analysis - understanding and analysing business attractiveness - macroenvironmental factors, growth drivers, competitive forces, market dynamics.
- Benchmarking your own strategic position/competitor analysis.
- “Thinking backwards from the customer”.
Day 2: Internal analysis and fusion of analyses into strategic options
- The interface of external and internal analysis.
- Internal analysis: financial, non-financial.
- The concept and practicalities of the “balanced scorecard”.
- Diagnosing strategic problems and opportunities.
- Fusion of analyses into strategic choices - SWOT and the strategy matrix.
Day 3: Strategic plans and the relevance of alliances and joint ventures
- The content of a strategy: avoiding “paralysis by analysis”.
- A real-life example of a business strategy/strategic plan.
- Strategies for alliances and joint ventures with examples of best practices.
- Introduction and briefing for the main case study.
- First-phase group work on the main case study.
Day 4: Global strategy, teambuilding and the management of internal communication
- The essence of globalization and global strategy.
- Globalization: the Strategic Dimension, the Organizational Dimension and the Human Dimension.
- Communicating strategy through the organisation.
- Gaining your team’s commitment and buy-in to the strategy.
- Second-phase work on the main case study.
Day 5: Strategic implementation and getting the value out of strategy
- Effective execution - converting strategic analysis and planning into action.
- Linking strategy with operational objectives.
- Implementation – getting practical things done.
- Strategic planning of your own career.
- Creating tomorrow’s organization out of today’s organisation.
Module II (week-2) - Leading High Performing Teams
Day 6: Teams and their Leaders
- Teams, leaders and managers.
- Key leadership tasks.
- Influence, authority and power.
- Leadership styles and style flexibility.
- Self-awareness, Emotional Intelligence and rapport.
Day 7: Vision, Direction & Alignment
- Creating a shared vision.
- Aims, objectives and goal alignment.
- Developing meaningful objectives and indicators.
- Divergent approaches to problem-solving.
- Communicating a compelling vision and delivering challenging messages.
Day 8: Team Dynamics
- Team development and the sociology of the team.
- Characteristics of high-performing teams.
- Balancing team roles.
- Non-traditional team structures.
- Delegation and empowerment.
Day 9: Developing the Team
- Learning and competence.
- Building a coherent team.
- Self-managing teams and their challenges.
- Coaching, mentoring and self-directed learning.
- Feedback and appraisal.
Day 10: Performance & Conflict Management
- Defining performance and Approaches to measuring team and individual performance.
- Performance through the eyes of the customer.
- Conflict as a catalyst for team development.
- Dealing with challenging interpersonal relations.
- Case-Study.
Language: English
Place: London – UK
Venue (TBC): Radisson Edwardian Sussex Hotel (Address: 19-25 Granville Pl, Marylebone, London W1H 6PA).
