Strategic Development; Thinking, Planning, Management and Leadership Skills Workshop A 5-day training course This course can be presented in-house for you on a date of your choosing The Banking and Corporate Finance Training Specialist
Course Overview This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back Course and Overview actually use. The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviours that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution. Learning Objectives After attending this course, delegates will be able to: Describe the main problems that are faced by a large bank; Explain the various approaches to organisational development planning; Analyse the current business environment and influences affecting the organisation; Analyse resources within and external to the organisation; Explain the various approaches to managing strategy and it place in the business plan; Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm. Apply a deeper understanding of strategic development plans; Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team; Define approaches to managing the identified risks; Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy; Design policies, systems and processes to successfully implement the emergent strategic plans; Cover the key steps in change management Who Should Attend Product/Service Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers Methodology The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience. There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments. Open forum discussions will also be a key element.
Course Content Multiple Choice Exam 25 Questions Session 1: Strategic Thinking The meaning of Strategic Three Core areas of Corporate Strategy Process, Content Context Process linking the three core areas Session 2: The Challenges of Leadership Management & leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leadership versus the loner Transformational leadership Session 3: Establishing a Vision Mission Vs Vision Why strategic plans fail and how to avoid failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision Session 4: Becoming Strategic Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed Case study/exercise Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision. Session 5: Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis
Session 6: Analysis of Resources Analysing the Organisation The holistic approach Silo Issues Cross Organisational Assessment Assessment: Financial, Human Resources, Operations, Systems, Style Session 7: Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management Session 8: Establishing the Strategy Turning Vision into Reality Creation of Strategic Movement Developing Strategic Options Strategy Implications Identifying the Stakeholders Cross Organisational Buy-in Potential conflict areas Countering Objections Session 9: Projects and Measures of Success New Projects Vs Business as Usual The need for KPM s Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard & Soft Measures Establishing a metrics framework Project Tracking Risk reporting Session 10: The Implementation Process Resource allocation, strategic planning and control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs Business as Usual
Session 11: Managing the Strategic Change including Conflict Management The need for conflict is it healthy Conflict as a problem The causes of conflict Managing, mitigating and/or avoiding conflict The impact of the change and managing the effects Selling the benefits of change to the organisation Minimising the downside Keeping the plan on track Session 12: Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings Discussion groups & Forums : Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss. Session 13: Dealing With people Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team : Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it they are nervous of change. How will you handle this? Session 14: Communication Skills Different styles Corporate/Management style Oral, written, electronic Encouraging two way communication Encouraging esprit de corps Using Top down directives Dealing with resistance : Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how? Session 15: Management styles Textbook definitions Your preferred style Your institutions style, your boss s Style What works best for your department What works best for the team : Do you think the collegiate style of management favoured by most management gurus is the best?
Session 16: The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves Team goals Ensuring the Team continuously improves Managing the whole role time management & effective goal setting Leadership Presence looking like the Leader The Influence of Supervisor Behaviour on the Team, on each Team Member The focus of the effective Supervisor Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this? Session 17: Managing Problems Dealing informally, semi formally and formally Methods of problem solving Enlisting help and guidance Resolution Referral : Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief? Session 18: Motivation Basic motivating factors Creating the right environment Carrot/stick approach Nurturing Patronage : How would you persuade your team to work on a weekend without extra reward? Session 19: Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this? Session 20: Conflict & Resolution Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority?
Session 21: Staff appraisals Importance Objective Remuneration considerations Appraisal Encouragement and guidance Dealing with weaknesses Case Study: You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual? Review of the course Review of delegates objectives Evaluation http://redcliffetraining.com enquiries@redcliffetraining.co.uk +44 (0)20 7387 4484