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