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

Session 1: Strategic Thinking

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

Session 2: Leadership Challenges

• Distinguishing management from leadership
• Overview of leadership theories
• Expectations of leaders and their teams
• Recognizing key leadership traits
• Characteristics of effective leadership
• Inspiration, impact, and charisma in leadership versus the isolated leader
• Transformational leadership styles

Case Study/Exercise

Session 3: Vision Setting

• 'Mission' versus 'Vision'
• Reasons for strategic plan failure and prevention strategies
• Consensus on a Robust Vision
• The requirement for clarity and measurability
• Securing buy-in for the Vision

Case Study/Exercise

Session 4: Adopting a Strategic Mindset

• Strategic planning and thinking
• Techniques for cultivating strategic thought
• Communication strategies
• Identifying critical skills for success

Case Study/Exercise

Major Case Study Workshop: Participants will work in small groups to agree on a plan to launch a new business or strategy following an analysis of the Current Business Environment and Influences. The plan must assess resources against the vision within the context of the Current Business Environment and Influences.

Session 5: Analyzing the Business Environment and Influences

• External Environments
• The General Environment
• Key influencing factors
• Business Product/Service Cycles
• Customer Analysis

Case Study/Exercise

Session 6: Resource Analysis

Analyzing the Organization

• The holistic approach
• 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
• The role of financial incentives
• Change agents
• Resistance to change
• The DREC curve
• Approaches to change management

Case Study/Exercise

Session 8: Formulating Strategy

• Turning 'Vision into Reality'
• Creating Strategic Momentum
• Developing Strategic Options
• Strategic Implications
  1. Identifying Stakeholders
  2. Cross-Organizational Buy-in
  3. Potential conflict areas
  4. Addressing objections

Case Study/Exercise

Session 9: Projects and Success Metrics

• New Projects versus Business as Usual
• The necessity of KPIs (Key Performance Indicators)
• Measurement methodologies
• Implementing 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
• Communications strategy
• Resource Allocation
• Resource characteristics
• Building the team
• Projects versus 'Business as Usual'

Case Study/Exercise

Session 11: Managing Strategic Change and Conflict

• The necessity of conflict – is it healthy?
• Conflict as a problem
• Root causes of conflict
• Managing, mitigating, or avoiding conflict
• The impact of change and managing its effects
• Communicating the benefits of change to the organization
• Minimizing negative outcomes
• Keeping the plan on track

Case Study/Exercise

Session 12: Evaluating Your Team

• Preparatory work
• Personnel files
• Work Records
• Feedback from other colleagues
• Meetings
• Discussion groups and Forums

Case Study/Exercise: Two participants will role-play a manager/team member interaction at an initial encounter. The group will de-brief in a friendly manner and discuss the interaction.

Session 13: Managing People

• Management styles
• Behavioural styles
• Bank cultural style
• Bank and management policy style
• Your personal style
• Meetings
• One-on-one encounters
• Overcoming resistance
• Dealing with senior management
• Selling issues and challenges to your team

Case Study/Exercise: Your boss asks you to re-allocate certain responsibilities. The affected staff may be hesitant due to their fear of 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
• Fostering team spirit (esprit de corps)
• Using 'Top-down' directives
• Handling resistance

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

Session 15: Management Styles

• Textbook definitions
• Your preferred style
• Your institution's style and your manager'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 many experts is the most effective approach?

Session 16: The Manager's Role

• Transitioning from Team member to Supervisor
• Ensuring the Team achieves its goals
• Driving continuous improvement within the Team
• Managing the role comprehensively – time management and effective goal setting
• Leadership 'Presence' – projecting the image of a Leader
• The influence of Supervisor Behavior on the Team and individual members
• The focus of the effective Supervisor

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

Session 17: Problem Management

• Informal, semi-formal, and formal approaches
• Problem-solving methodologies
• Seeking help and guidance
• Resolution strategies
• Referral processes

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

Session 18: Motivation

• Basic motivating factors
• Creating the right environment
• Carrot and stick approach
• Nurturing talent
• Patronage and support

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

Session 19: Delegation

• The art of delegation
• When to delegate
• Supervising delegated tasks
• Avoiding micromanagement
• 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 interfering? 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
• Addressing challenges to your authority
• Formal procedures

Case Study: You ask a junior staff member to carry out a task. They claim 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 process
• Remuneration considerations
• The appraisal itself
• Encouragement and guidance
• Addressing weaknesses

Case Study: You are required to select one person for promotion from two candidates and inform both of the outcome. How do you handle the conversation with the unsuccessful candidate?