Strategic Business Leadership: Engagement, Performance, and Execution
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Learn to manage cross-functional, cross-organizational relationships; build social capital; bridge gaps; form teams to get the job done; and create and manage organizational strategic partnerships.
Today's challenging and complex business environment requires agility in execution and a deep understanding of human dynamics. In this program you will practice leadership agility, enhance your ability to read organizations, and hone your skills in strategy execution.
Throughout the week, you will apply the course material to an individual business challenge and create a strategic action plan to create and deliver value.
By attending this program, you will:
- Identify initiatives that create value.
- Manage across organizational boundaries.
- Structure your business to deliver more value.
- Develop a strategic action plan for delivering value.
The Social Capital of Successful Leaders
- What is social capital?
- Learn how social capital gives executives a competitive advantage
- Understand how leaders build social capital
- How am I currently playing my leadership role?
- How do others respond and what can I do to influence their response?
- How do I adapt and grow in a new role and broader responsibilities?
Building Bridges with Strategic Partners
- How do you know when you need a strategic partner?
- What kind of exchange is involved between a leader and a strategic partner?
- How do strategic partners help retain high-potential employees?
- In what aspects of the job does creative thinking have the greatest payoff?
- How much is creativity a result of the job and how much of the individual?
- What are the barriers to creative thinking at the organizational level and the personal level?
Managing the Team
- How is a team a strategic organization?
- When are extra-team ties more critical than intra-team relations for overall success?
- What's the best way to design high-performance teams?
- When a team is not high-performing, what are the four things that can, and do, go wrong? How can they be prevented?
Diagnosis and Strategic Action
- What are the proposed benefits and who are potential supporters/blockers?
- What resources are needed? Who has those resources and how do you get their buy-in?
- What are the indicators that stakeholders will be monitoring?
- What are the critical moments and potential roadblocks that can impede the execution?
Distinguish when people in your network fully hear and understand you
Learn what it takes to get critical feedback actually heard and how listening is a skill that can be improved
Become familiar with the conversational skills that are most important in doing a better job versus doing your job better
Taking Strategic Action
- Look for the proposed benefits and the potential supporters/blockers
- Identify what resources are needed, who has the resources, and how to get buy-in
- Recognize the indicators that stakeholders will be monitoring
- Identify the critical moments and potential roadblocks that can impede the execution
Who should attend
This program is ideal for senior and upper-middle executives, with positions such as department head, general manager, VP, SVP, and C-suite, responsible for executing business strategy. The program is designed to assist leaders in identifying opportunities and mobilizing resources to create value. It is especially recommended for leaders who bring people together from diverse functional groups or lines of business to effectively execute strategic initiatives.
Executives will think creatively and strategically about their leadership roles and learn how to build social capital, broaden their influence to increase productivity, and accomplish performance-driven goals. Throughout the week, participants will work on an individual business challenge and create an action plan for creating and delivering value.