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

Session 1: Foundations of Strategic Thinking

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

Session 2: Leadership Challenges

• Distinguishing Management from Leadership
• Overview of key Leadership theories
• Mutual expectations between leaders and their teams
• Identifying key leadership traits
• Defining the attributes of an effective leader
• Inspiration, impact, and charisma vs. the isolated leader
• Transformational leadership principles

Applied Case Study / Practical Exercise

Session 3: Establishing a Vision

• Distinguishing 'Mission' from 'Vision'
• Common reasons for strategic plan failure and avoidance strategies
• Formulating a Robust and Resilient Vision
• The importance of clarity and measurability
• Securing organizational buy-in for the Vision

Applied Case Study / Practical Exercise

Session 4: Cultivating a Strategic Mindset

• The intersection of strategic planning and thinking
• Techniques for developing strategic thought processes
• The role of effective Communication
• Identifying critical skills necessary for success

Applied Case Study / Practical Exercise

Major Case Study Workshop: Working in small groups, delegates will formulate a launch plan for a new business or strategic initiative. This follows a comprehensive analysis of the Current Business Environment and Influences. The plan must assess current resources and environmental factors against the defined vision.

Session 5: Analyzing the Business Environment

• Understanding External Environments
• The General Business Environment
• Identifying Key Influencing Factors
• Business Product and Service Cycles
• Detailed Customer Analysis

Applied Case Study / Practical Exercise

Session 6: Resource Analysis

Organizational Assessment

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

Applied Case Study / Practical Exercise

Session 7: Motivation and Change Management

• Core Motivational theories
• Practical approaches to motivation
• The role of financial compensation as a motivator
• The role of Change agents
• Understanding Resistance to change
• Applying the DREC curve
• Effective Approaches to change management

Applied Case Study / Practical Exercise

Session 8: Formulating the Strategy

• Translating 'Vision into Reality'
• Creating Strategic Momentum
• Developing Strategic Options
• Strategy Implications:
  1. Identifying Stakeholders
  2. Achieving Cross-Organizational Buy-in
  3. Anticipating Potential conflict areas
  4. Countering Objections effectively

Applied Case Study / Practical Exercise

Session 9: Projects and Success Metrics

• Differentiating New Projects from Business as Usual
• The necessity of KPMs (Key Performance Measures)
• Various Measurement approaches
• Implementing the Scorecard Approach
• Key business drivers and traceability
• Distinguishing Hard and Soft Measures
• Establishing a robust metrics framework
• Effective Project Tracking
• Risk reporting mechanisms

Applied Case Study / Practical Exercise

Session 10: The Implementation Process

• Resource allocation, strategic planning, and control
• Utilizing Planning tools
• Setting clear Objectives
• Defining Tasks
• Enhancing Communications
• Strategic Resource Allocation
• Understanding Resource characteristics
• Building an effective team
• Balancing Projects vs. 'Business as Usual'

Applied Case Study / Practical Exercise

Session 11: Managing Strategic Change and Conflict

• The necessity of conflict – assessing if it is healthy
• Conflict as a problem area
• Root causes of conflict
• Strategies for managing, mitigating, or avoiding conflict
• Impact of change and managing its effects
• Selling the benefits of change to the organization
• Minimizing negative outcomes
• Keeping the implementation plan on track

Applied Case Study / Practical Exercise

Session 12: Assessing Your Team

• Preparatory groundwork
• Reviewing Personnel files
• Analyzing Work Records
• Gathering feedback from Other colleagues
• Conducting effective Meetings
• Facilitating Discussion groups and Forums

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

Session 13: Interpersonal Management

• Various Management styles
• Behavioral styles in leadership
• Navigating Bank cultural style
• Understanding Bank and management policy style
• Developing Your personal style
• Conducting productive Meetings
• Managing One-to-one encounters
• Overcoming resistance
• Dealing with senior supervisors
• Articulating issues and challenges to your team

Case Study / Exercise: Your supervisor requires you to redistribute certain responsibilities. The affected staff are apprehensive about change. How do you manage this situation?

Session 14: Communication Skills

• Recognizing Different styles
• Corporate and Management communication styles
• Mastering Oral, written, and electronic communication
• Fostering two-way communication
• Building esprit de corps
• Utilizing "Top-down" directives effectively
• Addressing resistance

Case Study / Exercise: Your predecessor held weekly team meetings but did not chair them, instead selecting a senior employee. Do you agree with this approach? Would you change it? If so, how?

Session 15: Management Styles

• Academic definitions of styles
• Identifying Your preferred style
• Aligning with your institution's and supervisor's styles
• Determining What works best for your department
• Determining What works best for the team

Case Study / Exercise: Is the collegiate style of management, often favored by business theorists, truly the most effective?

Session 16: The Role of a Manager

• Transitioning from Team member to Supervisor
• The role in ensuring the Team achieves Team goals
• Driving continuous improvement within the Team
• Managing the holistic role – time management and effective goal setting
• Leadership 'Presence' – embodying leadership qualities
• The Influence of Supervisor Behaviour – on the Team and individual members
• Key focuses of an effective Supervisor

Case Study: You have been promoted over a close colleague and friend who is visibly disappointed. How should you manage this relationship?

Session 17: Problem Management

• Handling issues informally, semi-formally, and formally
• Effective Methods of problem solving
• Enlisting external help and guidance
• Achieving Resolution
• Managing Referral processes

Case Study / Exercise: Your team is underperforming due to excessive workload. Your supervisor disagrees and urges you to manage it. How do you handle this contradictory directive?

Session 18: Motivation

• Basic motivating factors
• Creating the right environment
• The Carrot and Stick approach
• Nurturing growth
• The role of Patronage

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

Session 19: Delegation

• The art of effective delegation
• Determining When to delegate
• The role of Supervising
• Avoiding micromanagement (overkill)
• Effective Monitoring
• Understanding What is trade finance

Case Study: You have asked your deputy to draft the preliminary budget. How do you monitor progress without undermining their authority? At what point would you intervene, and how would you manage the transition?

Session 20: Conflict and Resolution

• Primary causes of conflict
• Effective Resolution methods
• Involving senior management appropriately
• Addressing challenges to your authority
• Adhering to Formal procedures

Case Study: A junior employee refuses a task, citing workload, despite your instruction. They refuse again publicly. How do you handle this direct challenge to your authority?

Session 21: Staff Appraisals

• The importance of appraisals
• Defining the Objective
• Considering Remuneration factors
• Conducting the Appraisal
• Providing Encouragement and guidance
• Addressing weaknesses constructively

Case Study: You must select one candidate for promotion from two and inform both of the outcome. How do you manage the feelings of the unsuccessful individual?