The Experience of Being a Manager

• How to get people to want to do what they’re supposed to do
• Specific challenges you face when motivating others

Values

• Values and their impact on work life
• How values can have productive and nonproductive results
• Identify value conflicts in yourself and in others

Personal Styles

• Determine your own personal style profile
• Gain insight into the strengths and limitations of your profile
• Use behavioural clues to determine others’ personal styles
• How to work more effectively with other personal profiles

Motivation

• Employee motivation factors and their impact on behaviours and work settings
• How to tailor your motivational efforts to individual employees and different situations

Listening, Body Language, Giving Feedback, and Dealing with Difficult People

• Use active listening to gain information and understand employees’ perspectives
• Effectively apply positive and corrective feedback
• Use appropriate values alignment when dealing with difficult employees

Conflict Management

• The dimensions of conflict resolution
• Identify your own preferred conflict-resolution styles for better conflict management
• Use different conflict resolution styles in different situations

Delegation

• Different delegation styles: How and when to use them
• Determine the appropriate delegation style for employees and situations

Understanding Organizational Culture and Subculture

• The impact of organizational culture and subculture and “cultural blinders”
• Explore the assumptions that impact your team’s thinking and actions
• Identify and build on the strengths of your team’s culture

Emotional Intelligence

• The components of emotional intelligence
• Gain an honest and accurate assessment of yourself
• Develop an improvement strategy

Ethical Leadership

• Identify your group’s values
• Your vision for ethical leadership

Action Planning

• Develop a specific plan for applying what you’ve learned back on the job
• Identify people who can support your action plans

Define Strategic Planning and Strategy
Identify Five Key Questions for Organizational Success
Recognize a Generic Process for Strategy Formation
Determine Key Stakeholders
Describe How Strategy Permeates the Organization

Why Organizations Create Strategy
Recognize the Grand Design Within the Organization
Explain the Significance of the Environments Affecting the Organization
Discuss Growth and Profit Strategies
Describe Various Market Segmentations
Identify How Organizations Create Value for Their Customers and Stakeholders
Express How an Organization Decides It Value Proposition
State Why It Is Important to Link Your Actions to Strategy

The Strategic Planning Process in Action
Identify the Five Stages of a Classic Strategic Planning Framework
Describe How Strategy Works in an Organization
Articulate the Highlights and Time Requirements of the Process
Recognize Your Role in Your Organization’s Strategic Plans

Assessing the Environment
Identify Strategic Patterns in the Environment
Explain and Anticipate Patterns
Express Why Assessing the Environment Is Important
Describe Six Tools/Techniques for Conducting External and Internal Assessments

Three Ds of Strategy—Discussions, Decisions and Development
Review Key Stages of the Strategic Planning Process
Describe How SWOTs, Core Competencies and Critical Success Factors Are Incorporated into the Strategic Discussions
Appreciate the Rationale Behind Strategic Decisions

Implementing and Reviewing Strategy
Discuss Strategic Alignment and What It Means to an Organization
Identify the Ways an Organization Creates Strategic Alignment
Develop a Series of Questions to Facilitate Strategic Conversations
Recognize Accountability Systems
Identify Reward and Recognition Incentives for Success
Express Why, When and How Often Strategy Should Be Reviewed

Alternative Approaches to Create Strategy
Identify Seven Strategic Planning Approaches
Discuss Which Approach Would Best Fit Your Organization