Workshop "Modern Leadership & Strategic Planning"

Target Audience

• Leaders of organizations with the responsibility to steer their firms in times of change, whilst motivating and inspiring their teams.
• Chairpersons, board members and directors.
• Heads of departments.
• Senior managers and executives.
• Team members who wish to know the principles and practice of Modern strategic leadership to support and complement the contribution of their leaders.

Training Objectives:

Upon completion of this course, you will be able to understand:

• Ideas associated with the use of power by those in a position of authority.
• How ‘teams’ work and the idea of ‘Modern Distributed Leadership’.
• The role leaders play in change processes.
• The development of leaders within organizations as a key theme in terms of ensuring the organization thrives.
• The need for strategic leaders.
• Formulate and execute strategic plans to meet objectives
• Apply strategy planning processes at an organizational and department level
• Assess the business environment through SWOT analysis
• Identify strategic options for long-term competitive advantage

Implement strategies to deliver results

Training Content:

Power, Influence, and Authority

• What is ‘power’?
• Dimensions of power
• Sources of power
• The dark side of power

Leadership and Teams

• Team models theories
• Normative team models
• Descriptive team models
• Individual role models –

Belbin’s approach

• Margerison-McCann team management wheel
• Time or phase-based models
• Team mental model
• Distributed leadership

Leadership and Change

• History of change
• Vision
• Different approaches to change
• Models of the change process
• Individual reaction to change
• Politics of change

Leadership Development

• What is leadership development?
• Why bother?
• Organizational factors
• Leadership and competencies
• How are leaders developed?

Strategic Leadership

• What is ‘strategic leadership’?
• Do we need strategic leaders?
• The modern environment
• What does a strategic leader ‘do’?

Fundamentals of Strategic Planning

• Defining strategy
  • Components of strategy
  • Discovering why strategies fail
  • Clarifying your organization’s mission, vision and core competencies
• The benefits of strategic planning
  • The need for strategic planning
  • Assessing tools and processes for strategic planning

Developing the Strategy

• Ensuring organizational capabilities are appropriate for the strategic environment
  • Analyzing how competitive and other environmental factors shape strategy
  • Determining the impact of operating and remote environments
  • Assessing the external environment for individual departments
  • Identifying your customers and their needs
• Assessing external forces
  • Analyzing your operating and external environment
  • Initiating a SWOT analysis
  • Prioritizing opportunities and threats
  • Categorizing the external environment with checklists
• Auditing internal capabilities
  • Identifying strengths by business function
  • Recognizing vulnerabilities
  • Expanding the SWOT analysis

Identifying Strategic Options

• Evaluating factors for choosing strategy
  • Mapping strategies to product or market life cycle
  • Aligning strategies with capabilities of the organization
  • Choosing strategies to meet stakeholder expectations
• Selecting appropriate strategic models
  • Identifying sources of competitive advantage
  • Implications of growth and diversification strategies
  • Global strategies for sourcing, operations and marketing

Formulating Your Strategic Plan

• Considering strategic planning approaches
  • Issue-centric, Entrepreneurial and Holistic planning
  • Assessing organizational readiness
• Building the plan
  • Key components of a strategic plan
  • Operationalizing the strategic plan
  • Identifying opportunities with portfolio management and gap analysis techniques
• Linking strategy to actions
  • Aligning strategy with six key organizational factors
  • Identifying gaps between current and needed capabilities
  • Establishing appropriate objectives and milestones
  • Managing culture, human resources, skills, processes and structure for strategy execution
  • Initiating programmers and projects for implementing strategy

Executing Your Strategy for Success

• Managing stakeholder expectations
  • Establishing effective communication mechanisms
  • Aligning culture to strategic direction
  • Linking rewards to performance
  • Managing the inevitable change
• Maximizing results with applied processes
  • Connecting people to the execution of strategy
  • Establishing and maintaining communications
  • Designing effective information systems
  • Organizing to execute in line with strategy

Monitoring and Controlling Implementation

• Establishing Key Performance Indicators (KPIs)
  • Setting up metrics to measure performance
  • Monitoring progress with dashboards
  • Deploying Balanced Scorecards
• Dimensions of strategic control
  • Detecting changes in assumptions
  • Coping with a dynamic environment
  • Adjusting for unanticipated events

YOU AS LEADER

• Talent, competencies, and mindsets needed for different strategies
• New strategy implementation as a change management program
• The role of the top team in setting the example
• Building coalitions for change
• Your leadership style and behavior
• Exemplary leadership practices
• Motivating diverse teams and organizations

GETTING INTO ACTION

• Practice communicating your implementation plan as you would to your staff
• How to make strategy actionable
• Managing complexity, scale and pace
• Managing multiple projects and setting priorities
• Managing risks to implementation

Training Duration:

5/ Days