Course details

Overview ?

Introduction

This workshop introduces the principle of strategy and develops an effective process for developing strategy at all levels in an organisation. This workshop will also focus on the critical roles of team leader and middle manager in harnessing their team's potential, and introduces and practices techniques for moving the team to peak performance.

Key highlights of the course are:

Business analysis
Strategic team working
Strategic presentation skills
Identification and use of team members’ talents and preferences
Structuring the team for peak effectiveness
Creating and communicating a compelling vision
Motivating and developing your team
Managing performance and conflict

The seminar is split into two modules:

MODULE I - Strategy & Strategic Planning

MODULE II -Leading High Performing Teams

Each module is structured and can be taken as a stand-alone course; however, delegates will maximise their benefits by taking Module 1 and 2 back-to-back as a two-week seminar.

Objectives

By the end of this programme you will be able to:

To define and to demystify the concepts of ‘strategy’ and ‘strategic plans’, but also to demystify the strategic process - as part of ‘Helicopter Thinking’
To break the strategy process down step-by-step, providing a practical toolkit for managers for each key stage
To illustrate it through some well chosen and highly stimulating case studies - and to distil the lessons from this
To apply it to your own area of management responsibility - through planning the analysis, option generation, choice, implementation and measurement phases of strategy
To put this within the overall context of the organisation and of the change and influencing process generally
To give you a lot more confidence in managing your role strategically within your organisation
To understand your role as a manager and a leader
To establish clear objectives and standards of performance for your team and to manage and use conflict and challenge

Training Methodology

The seminar uses a range of approaches to learning, including experiential group activities, individual exercises, mini-case studies, role plays and syndicate discussions. Formal inputs are used to introduce underpinning theory. A key part of the learning process is sharing the differing experiences participants bring, as well as experimenting with novel – and sometimes challenging – techniques.

Organisational Impact

Much better decision-taking and time and resource allocation - leading to better organisational and individual performance
Use of a well proven planning process
More effective implementation

Fully functional teams are at the heart of organisational performance. Leaders at all levels who can effectively structure, integrate and motivate their teams are better able to focus on longer-term organisational and customer needs.

Personal Impact

Increasing career flexibility (vertically and horizontally)
Accelerated thinking speed and problem resolution for all difficult dilemmas
Far greater motivation and proactivity
Exposed to a range of perspectives on teams and the leadership function, sharing examples of best practice and together solving real and simulated team performance issues.
Practice new and sometimes challenging techniques will build flexibility and confidence in harnessing the power of the team.

Participants will be exposed to a range of perspectives on teams and the leadership function, sharing examples of best practice and together solving real and simulated team performance issues. Practising new and sometimes challenging techniques will build flexibility and confidence in harnessing the power of the team.

SEMINAR OUTLINE

Module I: Strategy and Strategic Planning

DAY 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 backwards from the customer”
Mini-case on importance of external analysis

DAY 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
Fusion of analyses into strategic choices - SWOT and the strategy matrix
Case examples of strategic choice
Mini-case on importance of internal analysis

DAY 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

DAY 4 : 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

DAY 5 : 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

Module II : Leading High Performing Teams

DAY 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

DAY 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

DAY 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

DAY 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

DAY 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 relations

Day 1

Day 2

Day 3

Day 4

Day 5

Training Methodology

The Oxford Advanced Management & Leadership Programme

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