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

Session 1: Strategic Thinking

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

Session 2: Leadership Challenges

• Distinguishing between Management and Leadership
• Key leadership theories
• Expectations held by leaders regarding their staff
• Recognizing essential leadership traits
• Characteristics of effective leaders
• Leadership through inspiration, impact, and charisma versus the "loner" archetype
• Transformational leadership principles

Case Study and Practical Exercise

Session 3: Defining the Vision

• 'Mission' versus 'Vision'
• Reasons for strategic plan failures and prevention strategies
• Establishing a robust organizational vision
• The necessity of clarity and measurability
• Securing stakeholder buy-in for the vision

Case Study and Practical Exercise

Session 4: Developing Strategic Capability

• The intersection of strategic planning and thinking
• Techniques for enhancing strategic thought processes
• Effective communication in strategy
• Identifying the critical skills required for success

Case Study and Practical Exercise

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

Session 5: Analyzing the Business Environment

• External environment factors
• The general macro-environment
• Key influencing factors and their impact
• Business and Product/Service cycles
• Customer analysis techniques

Case Study and Practical Exercise

Session 6: Resource Analysis

Analyzing the Organisation

• Adopting a holistic approach to assessment
• Addressing silo issues
• Cross-organizational assessment methods
• Key assessment areas:
  • Financial, Human Resources, Operations, Systems, and Management Style

Case Study and Practical Exercise

Session 7: Motivation and Change Management

• Theoretical foundations of motivation
• Practical applications of motivational theories
• The role of financial incentives as motivators
• The role of change agents
• Understanding resistance to change
• The DREC (Denial, Resistance, Exploration, Commitment) curve
• Methodologies for effective change management

Case Study and Practical Exercise

Session 8: Formulating the Strategy

• Translating 'Vision into Reality'
• Creating momentum for strategic movement
• Developing strategic options and alternatives
• Strategic Implications:
  1. Stakeholder identification
  2. Achieving cross-organizational buy-in
  3. Identifying potential areas of conflict
  4. Strategies for countering objections

Case Study and Practical Exercise

Session 9: Projects and Success Metrics

• Distinguishing between New Projects and Business as Usual
• The necessity of Key Performance Measures (KPMs)
• Various measurement methodologies
• Utilizing the Scorecard Approach
• Key business drivers and ensuring traceability
• Differentiating between Hard and Soft Measures
• Establishing a robust metrics framework
• Project tracking mechanisms
• Risk reporting processes

Case Study and Practical Exercise

Session 10: The Implementation Process

• Resource allocation, strategic planning, and control mechanisms
• Utilizing planning tools
• Setting clear objectives
• Defining specific tasks
• Communication strategies during implementation
• Effective resource allocation
• Understanding resource characteristics
• Building high-performing teams
• Balancing Projects with 'Business as Usual'

Case Study and Practical Exercise

Session 11: Managing Strategic Change and Conflict

• The role of conflict and its healthiness
• Viewing conflict as a solvable problem
• Root causes of conflict
• Strategies for managing, mitigating, or avoiding conflict
• Impact of change and managing its effects
• Communicating the benefits of change to the organization
• Minimizing potential downsides
• Keeping strategic plans on track

Case Study and Practical Exercise

Session 12: Evaluating Your Team

• Preparatory work and assessments
• Reviewing personnel files
• Analyzing work records
• Input from other colleagues
• Conducting effective meetings
• Facilitating discussion groups and forums

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

Session 13: Managing People

• Different management styles
• Behavioral approaches to management
• Aligning with Bank cultural style
• Adhering to Bank and management policy styles
• Understanding your personal management style
• Running productive meetings
• Conducting one-on-one encounters
• Overcoming employee resistance
• Effectively dealing with senior leadership
• Communicating issues and challenges to your team

Case Study and Exercise: Your boss requires you to re-allocate certain responsibilities. The affected staff are resistant and nervous about change. How do you navigate this situation?

Session 14: Communication Competencies

• Adapting to different communication styles
• Aligning with Corporate and Management styles
• Mastering oral, written, and electronic communication
• Fostering two-way communication channels
• Building esprit de corps (team spirit)
• Effectively using "Top-down" directives
• Addressing communication resistance

Case Study and Exercise: Your predecessor held weekly team meetings but declined to chair them, preferring a senior employee to lead. Do you agree with this approach? Would you make changes? If so, what would they be?

Session 15: Variations in Management Styles

• Theoretical definitions of management styles
• Identifying your preferred style
• Aligning with your institution's and boss's styles
• Determining what works best for your specific department
• Determining what works best for the team dynamic

Case Study and Exercise: Do you believe the collegiate style of management, often favored by management theorists, is universally the best approach?

Session 16: The Manager's Role

• Transitioning from Team Member to Supervisor
• Ensuring the Team achieves its collective goals
• Driving continuous improvement within the Team
• Managing the full scope of the role – time management and effective goal setting
• Cultivating Leadership 'Presence' – embodying the leader's image
• Understanding the Influence of Supervisor Behavior on the Team and individuals
• Identifying the focus areas of an effective Supervisor

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

Session 17: Problem Management

• Handling issues informally, semi-formally, and formally
• Effective methods of problem solving
• Enlisting support and guidance when needed
• Achieving resolution
• Knowing when and how to refer issues upward

Case Study and Exercise: Your staff are underperforming due to an excessive workload. Your boss disagrees with your assessment and instructs you to "manage" the situation. How do you handle this apparent paradox?

Session 18: Driving Motivation

• Fundamental motivating factors
• Creating an environment conducive to high performance
• Balancing the Carrot and Stick approach
• Focusing on nurturing talent
• Understanding the role of patronage and support

Case Study and Exercise: How would you motivate your team to work over the weekend without offering additional financial rewards?

Session 19: Effective Delegation

• The art and science of delegation
• Determining the right timing for delegation
• Supervising delegated tasks
• Avoiding excessive micro-management
• Monitoring progress effectively
• Contextual understanding of trade finance roles

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

Session 20: Conflict Resolution

• Primary causes of workplace conflict
• Effective resolution methods
• Involving management in dispute resolution
• Responding to challenges to your authority
• Navigating formal disciplinary or resolution procedures

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

Session 21: Performance Appraisals

• The strategic importance of appraisals
• Defining clear objectives for reviews
• Considering remuneration implications
• Conducting the appraisal process
• Providing encouragement and constructive guidance
• Addressing performance weaknesses effectively

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