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 The Advanced Management & Leadership Programme (M8205) QR Code

The Advanced Management & Leadership Programme

Overview:

Introduction:

This Training Seminar on Advanced Management & Leadership Programme enables experienced managers to extend their strategy and leadership competencies by exploring the latest proven approaches in both fields, to find out how they apply to their role and organization. A well-formed strategy provides a laser-like focus on the most significant issue that the organization faces.  Great leadership provides the vision required to drive the change needed to deliver the strategy and supports people by providing what they need to perform at a higher level. 

The strategy has to be shaped for each level of the organization (corporate, business unit, function) and they are all linked and must be aligned. The best leaders are able to shape their leadership approach to the situation and the audience. One of the most important factors is the degree and speed of change in the business environment. This training seminar equips experienced managers with ideas, methods, and tools that enable them to thrive in any situation.

Course Objectives:

At the end of this course the participants will be able to:

  • Define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process - as part of ‘Helicopter Thinking’
  • Break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage
  • Illustrate it through some well-chosen and highly stimulating case studies - and to distill the lessons from this
  • Apply it to your own area of management responsibility - through planning the analysis, option generation, choice, implementation, and measurement phases of strategy
  • Put this within the overall context of the organization and of the change and influencing process generally
  • Give you a lot more confidence in managing your role strategically within your organization
  • Understand your role as a manager and a leader
  • Establish clear objectives and standards of performance for your team and to manage and use conflict and challenge

Targeted Audience:

  • Board Directors
  • Senior Executives
  • Functional Managers
  • Strategy Analysts
  • Portfolio/Program Managers

Course Outlines:

Unit 1: Strategic Thinking and Business Analysis:

  • What are strategy and strategic planning?
  • Why are strategy and strategic planning important?
  • What are the main conceptual frameworks?
  • External analysis - understanding and analyzing business attractiveness - macroenvironmental factors, growth drivers, competitive forces, market dynamics
  • Benchmarking your own strategic position/competitor analysis
  • Analyzing customers
  • “Thinking backward from the customer”
  • Mini-case on importance of external analysis

Unit 2: Internal Analysis and Fusion of Analyses Into Strategic Options:

  • The interface of external and internal analysis
  • Internal analysis: financial
  • Internal analysis; non-financial
  • The concept and practicalities of the “balanced scorecard”
  • Diagnosing strategic problems and opportunities
  • The fusion of analyses into strategic choices - SWOT and the strategy matrix
  • Case examples of strategic choice
  • Mini-case on importance of internal analysis         

Unit 3: Strategic Plans and The Relevance of Alliances and Joint Ventures:

  • Review of the tools used so far
  • The content of a strategy: avoiding “paralysis by analysis”
  • Putting a strategic plan together – the 5-page framework
  • A real-life example of a business strategy/strategic plan
  • Strategies for alliances and joint ventures
  • Example of best practice in alliances and joint ventures
  • Introduction and briefing for the main case study
  • First-phase group work on the main case study •            

Unit 4: Strategic Implementation and Getting The Value Out Of Strategy:

  • Final-phase work on the main case study
  • Group presentations of the main case study
  • Effective execution - converting strategic analysis and planning into action
  • Linking strategy with operational objectives
  • Implementation – getting practical things done
  • Strategic planning of your own career
  • Creating tomorrow’s organization out of today’s organization
  • Conclusion - the corporate and individual value of strategic thinking

Unit 5: Global Strategy, Teambuilding, And The Management Of Internal Communication:

  • The essence of globalization and global strategy
  • Globalization – the strategic dimension
  • Globalization – the organizational dimension
  • Globalization – the human dimension
  • How to build and manage a strategic planning team
  • Communicating strategy through the organization
  • Gaining your team’s commitment and buy-in to the strategy
  • Second-phase work on the main case study
  • Leading High Performing Teams

Unit 6: Teams and Their Leaders:

  • Teams, leaders, and managers
  • Key leadership tasks
  • Influence, authority, and power
  • Leadership styles and style flexibility
  • Self-awareness
  • Emotional intelligence and rapport

Unit 7: Vision, Direction & Alignment:

  • Creating a shared vision
  • Aims, objectives and goal alignment
  • Developing meaningful objectives and indicators
  • Divergent approaches to problem-solving
  • Communicating a compelling vision
  • Delivering challenging messages              

Unit 8: Team Dynamics:

  • Team development
  • The sociology of the team
  • Characteristics of high-performing teams
  • Balancing team roles
  • Non-traditional team structures
  • Delegation and empowerment

Unit 9: Developing the Team:

  • Learning and competence
  • Building a coherent team
  • Self-managing teams and their challenges
  • Coaching, mentoring, and self-directed learning
  • Feedback and appraisal
  • Leveraging team strengths for peak performance            

Unit 10: Performance & Conflict Management:

  • Defining performance
  • Approaches to measuring team and individual performance
  • Performance through the eyes of the customer
  • Performance management: science or art?
  • Conflict as a catalyst for team development
  • Dealing with challenging interpersonal relation 

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