Course Outline
Session 1: Strategic Thinking
- The definition of 'Strategic'
- Three core areas of Corporate Strategy
- Process, Content, and Context
- Processes linking the three core areas
Session 2: The Challenges of Leadership
- Management versus leadership
- Leadership theories
- Expectations of leaders and their staff
- Identifying leadership traits
- Characteristics of a good leader
- Inspiration, impact, and charisma in leadership versus the 'loner' style
- Transformational leadership
Case Study/Exercise
Session 3: Establishing a Vision
- 'Mission' versus 'Vision'
- Why strategic plans fail and how to prevent failure
- Agreeing on a robust vision
- The need for clarity and measurability
- Gaining buy-in for the vision
Case Study/Exercise
Session 4: Becoming Strategic
- Strategic planning and thinking
- Developing techniques for strategic thinking
- Communication strategies
- Identifying critical skills required for success
Case Study/Exercise
Major Case Study Workshop: In small groups, delegates will develop a plan to launch a new business or strategy after analysing the Current Business Environment and Influences. The plan should assess resources within the current business environment against the established vision.
Session 5: Analysing the Current Business Environment and Influences
- External environments
- The general environment
- Key influencing factors
- Business product/service cycles
- Customer analysis
Case Study/Exercise
Session 6: Analysis of Resources
Analysing the Organisation
- A holistic approach
- Silo issues
- Cross-organisational assessment
-
Assessment of:
- Financials, Human Resources, Operations, Systems, and Style
Case Study/Exercise
Session 7: Motivation and Change Management
- Motivational theory
- 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'
- Creation of Strategic Movement
- Developing strategic options
-
Strategy implications:
- Identifying stakeholders
- Cross-organisational buy-in
- Potential conflict areas
- Countering objections
Case Study/Exercise
Session 9: Projects and Measures of Success
- New projects versus business as usual
- The need for Key Performance Management (KPM) metrics
- 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
- Objectives
- Tasks
- Communications
- Resource allocation
- Resource characteristics
- Building the team
- Projects versus 'Business as usual'
Case Study/Exercise
Session 11: Managing Strategic Change, including Conflict Management
- The need for conflict – is it healthy?
- Conflict as a problem
- Causes of conflict
- Managing, mitigating, and/or avoiding conflict
- The impact of change and managing its effects
- Selling the benefits of change to the organisation
- Minimising negative outcomes
- Keeping the plan on track
Case Study/Exercise
Session 12: Assessing Your Team
- Preparatory work
- Personnel files
- Work records
- Feedback from other colleagues
- Meetings
- Discussion groups and forums
Case Study/Exercise: Two delegates will role-play a manager/team member interaction during an initial encounter. The group will de-brief in a friendly manner and discuss the dynamics.
Session 13: Dealing with People
- Management styles
- Behavioural styles
- Bank cultural style
- Bank and management policy style
- Your personal style
- Meetings
- One-to-one encounters
- Overcoming resistance
- Managing up – dealing with your own bosses
- Selling issues and challenges to your team
Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. The staff concerned will not like it – they are nervous about change. How will you handle this?
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 chose not to chair them, selecting 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 collegial style of management favoured by most management gurus is the most effective?
Session 16: The Role of a Manager
- Transitioning from team member to supervisor
- Ensuring the team achieves its goals
- Ensuring continuous team improvement
- Managing the whole role – time management and effective goal setting
- Leadership 'Presence' – projecting the image of a leader
- The influence of supervisor behaviour 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 obviously disappointed. How should you handle this situation?
Session 17: Managing Problems
- Informal, semi-formal, and formal handling
- Methods of problem-solving
- Enlisting help and guidance
- Resolution strategies
- Referral processes
Case Study/Exercise: Your staff are underperforming because of 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
- Carrot and stick approach
- Nurturing staff
- Patronage
Case Study/Exercise: How would you persuade your team to work over the weekend without offering extra reward?
Session 19: Delegation
- The art of delegation
- When to delegate
- Supervising delegated tasks
- Avoiding over-management
- Monitoring progress
- Understanding trade finance
Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without overstepping? At what point would you intervene, and how would you handle it?
Session 20: Conflict and Resolution
- Main causes of conflict
- Resolution methods
- Involving management
- Dealing with challenges to your authority
- Formal procedures
Case Study: You ask a junior employee to complete a task. They say they are 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 appraisal
- Remuneration considerations
- Conducting the appraisal
- Encouragement and guidance
- Addressing weaknesses
Case Study: You have been asked to select one person for promotion from two candidates and inform both of the outcome. How do you handle the individual who was not selected?
Custom Corporate Training
Training solutions designed exclusively for businesses.
- Customized Content: We adapt the syllabus and practical exercises to the real goals and needs of your project.
- Flexible Schedule: Dates and times adapted to your team's agenda.
- Format: Online (live), In-company (at your offices), or Hybrid.
Price per private group, online live training, starting from 8000 € + VAT*
Contact us for an exact quote and to hear our latest promotions
Testimonials (2)
training and feedback
Jochen Jung - Bachem
Course - DZM – delegating tasks and motivating employees
Promoting the interaction between people.
