Session Outline
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I. Leadership Personal Development
A. Strengths Assessment (pre-course) - Participants will go through a strengths assessment to determine their optimal leadership style is and what the implications are from this.
B. Case Study - The manager is given a tough situation and the opportunity to respond in the role of a senior leader. The response will be analyzed from how appropriate the response was and how both individual leadership strengths and weaknesses were managed.
C. From Managing Others to Functional Leader - The thinking of functional leader vs. a functional member in terms of judgment, timing, empathy, etc.
D. Developing Behaviors & Attitudes that Increase Leadership Maturity - Thinking strategically (e.g. what are we trying to accomplish? How does it position us better us better in the market, etc.)
E. Escaping Fatal Flaws - Five fatal flaws inhibit or stop successful careers in their track. The participant will learn how to spot as well as how to eliminate them.
II. Managing for Superior Results
A. Leaders as Strategic Communicators - An essential leadership skill is the ability to involve others in understanding the vision so that they have a sense of ownership and belonging as well see where they fit into the company’s future. This session emphasizes the role of a leader in communicating that vision.
B. Managing Critical Conversations - an essential difference in the leader and the manager is their ease in managing the tough conversations. The focus here will be turning these conversations into actions & results (as well as advice for tough cases).
C. Accountability - How does the leader create a culture where everyone lives and breathes accountability? Creating the expectations as well as the systems which get this done are focal points for this section.
D. Accelerated Decision Making - Leaders understand that making timely decisions is critical for success in the business. In this session, we will explore how to address critical business decisions that are laced with complexity, incomplete information, time constraints, and turf issues.
III. Leadership & Purpose
A. The Senior Manager’s Role in Company Differentiation - Is the leader’s company offerings beat the competition? Can the leader clearly point to traceability to their leadership effort in getting this done? True leaders do not rest until see this connection.
B. Managing Growth and Profitability Trade-Offs at the Senior Level - Rather than just supporting “functional success”, the best future leaders have a framework for evaluating the critical drivers on short vs. long term financial performance the optimal interrelationship.
C. Delivering on the Promise of Client Satisfaction - While most companies assume that their executives “get this”, the real story is that surprisingly few do. True leaders learn not only to think like clients but to have processes in place that measure client satisfaction as it relates to company results.
IV. Leadership in a Different Business World
A. A Business World With New Requirements - While “fundamentals” don’t change, everything else will. Unseen competition, shortened product life cycles, new and different business models and additional supply chain complexity will all make the manager/ leader’s job much more difficult. How to see the change coming and how to formulate the right response will be examined with the participants.
B. Leading the Lean and Agile Team – The fast moving, increasingly complex world today’s emerging leaders will be facing creates a set of new demands. “Doing more with less more effectively and with a faster ramp-up” is increasingly the new leader’s mantra. This session will help prepare participants to adapt in real time to emerging opportunities quicker and more effectively.
C. Accelerated Decision Making – Leaders in the “Brave New World” do not have the luxury of extensive study before laying out and executing an effective action plan. Participants will be given proven methods whereby better decisions are made in less time, resulting in better strategic outcomes for their firms.
D. Matching the External With the Internal – Few things separate effective senior leadership from other managers more than the ability to clearly interpret and communicate and accurate picture of the outside world. The only companies in the future which will be successful will be those whose senior management is fluent in this capability. Case study and role play will give participants the necessary capacity to carry this important skill set back to their team and their organization.