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

Session 1: Strategic Thinking

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

Session 2: Leadership Challenges

• Distinguishing between management and leadership
• Foundational leadership theories
• Expectations of leaders and their teams
• Recognizing key leadership traits
• Attributes of an effective leader
• Inspiration, impact, and charisma versus the 'loner' archetype
• Transformational leadership principles

Case Study/Exercise

Session 3: Establishing a Vision

• Distinguishing 'Mission' from 'Vision'
• Reasons for strategic plan failure and preventive measures
• Building a Robust Vision
• The importance of clarity and measurability
• Securing buy-in for the Vision

Case Study/Exercise

Session 4: Adopting a Strategic Mindset

• Strategic planning and thinking processes
• Techniques for developing strategic thought
• Communication effectiveness
• Identifying critical skills for success

Case study/Exercise

Major Case Study Workshop : Participants will work in small groups to formulate a plan for launching a new business or business strategy, following an analysis of the Current Business Environment and Influences. The plan must assess resources, the current business environment, and influences against the defined vision.

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

Analysing the Organisation

• A holistic approach
• Addressing Silo Issues
• Cross-Organizational Assessment
• Evaluation areas:
  • Financial, Human Resources, Operations, Systems, and Style

Case Study/Exercise

Session 7: Motivation and Change Management

• Theories of motivation
• Practical motivation techniques
• Financial incentives as a motivator
• The role of change agents
• Addressing resistance to change
• The DREC curve
• Strategies for change management

Case Study/Exercise

Session 8: Formulating the Strategy

• Realizing the 'Vision'
• Creating Strategic Momentum
• Developing Strategic Options
• Strategic Implications
  1. Identifying Stakeholders
  2. Achieving Cross-Organizational Buy-in
  3. Identifying potential conflict areas
  4. Countering Objections

Case Study/Exercise

Session 9: Projects and Success Metrics

• New Projects versus Business as Usual
• The necessity of KPMs
• Measurement methodologies
• Applying the Scorecard Approach
• Key business drivers and traceability
• Hard and Soft Metrics
• Building a metrics framework
• Project Tracking
• Risk reporting

Case Study/Exercise

Session 10: The Implementation Process

• Resource allocation, strategic planning, and control
• Planning tools
• Defining Objectives
• Task breakdown
• Communication strategies
• Resource Allocation
• Resource characteristics
• Team building
• Projects versus 'Business as Usual'

Case Study/Exercise

Session 11: Managing Strategic Change and Conflict

• The role of conflict – is it healthy?
• Conflict as a problem to solve
• Root causes of conflict
• Managing, mitigating, and avoiding conflict
• 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 delegates will role-play a manager and a team member during an initial encounter. The group will de-brief in a constructive 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
• Interacting with senior management
• Presenting issues and challenges to your team

Case Study/Exercise: Your manager requests the reallocation of certain responsibilities. The affected staff are apprehensive about the change. How would you handle this?

Session 14: Communication Skills

• Different communication styles
• Corporate/Management style
• Oral, written, and electronic communication
• Encouraging two-way communication
• Fostering esprit de corps
• Using "Top down" directives
• Addressing resistance

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

Session 15: Management Styles

• Academic 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 collegiate style of management favored by most management experts is the most effective?

Session 16: The Manager's Role

• The transition from Team member to Supervisor
• The role in ensuring the Team achieves its goals
• Ensuring continuous Team improvement
• Managing the entire 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 Team Members
• The focus of an effective Supervisor

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

Session 17: Managing Problems

• Dealing with issues informally, semi-formally, and formally
• Problem-solving methods
• Seeking help and guidance
• Resolution strategies
• Referral procedures

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

Session 18: Motivation

• Basic motivating factors
• Creating the right environment
• The Carrot/stick approach
• Nurturing staff
• Patronage

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

Session 19: Delegation

• The art of delegation
• When to delegate
• Supervision techniques
• Avoiding excessive control
• Monitoring progress
• What is trade finance

Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without undermining their autonomy? At what point would you intervene, and how would you handle it?

Session 20: Conflict and Resolution

• Primary causes
• Resolution methods
• Involving management
• Handling challenges to your authority
• Formal procedures

Case Study: You ask a junior employee to perform a task. They claim they are too busy, but you insist. They refuse again, publicly. How should you address this direct challenge to your authority?

Session 21: Staff Appraisals

• Importance of appraisals
• Objectives of the process
• Remuneration considerations
• The Appraisal itself
• Providing 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 unsuccessful individual?