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ICTD International Centre for Training and Development

Strategic Policy for Decision Makers

Oct 27—Nov 7, 2019
10 days
Abu Dhabi, United Arab Emirates
USD 5800
USD 580 per day
Nov 3—7, 2019
5 days
Abu Dhabi, United Arab Emirates
USD 3300
USD 660 per day

How it works

Disclaimer

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Description

As a strategic leader, it is your responsibility to ensure that your organization is moving in the right direction. Executives and high-level managers must have the practical insight necessary to address competitive business challenges. Each segment of this three day course is designed to impart simple, but powerful lessons that will equip participants to more fully engage in strategic discussions, ask pertinent questions, facilitate critical decisions and shape high performing organizations. In addition, the course provides participants with a personal leadership profile that illustrates their strengths and potential limitations. Participative exercises assist emerging executives with practical and effective methods of gaining organizational credibility and avoiding common errors in strategic leadership.

Course Objectives

  • Describe the role and responsibilities of strategic leadership
  • Manage the critical factors that drive the success and failure of business strategies
  • Anticipate the longer term impact of strategic initiatives
  • Attain credibility and support as you assume the helm of a new operation
  • Avoid common errors made by leaders in transitioning to higher levels of responsibility
  • Select the most effective approaches when framing strategic decisions
  • Think strategically and systemically as you plan organizational change
  • Influence the emergence of a more positive and functional corporate culture
  • Eliminate turf battles, dropped balls and organizational duplication of effort
  • Analyze and correct dysfunctional organizational dynamics
  • Manage the strengths and limitations of your personal leadership style

Course Outline

Introduction to Strategic Leadership

  • What exactly do we mean by leadership?
  • Who is and is not a leader?
  • At what point do we become leaders?
  • Critical elements of leadership support
  • Managing versus leading - is there really a difference?
  • Critical factors in assessing leadership performance
  • The relationship between leadership, strategy, human behavior, decision-making and organizational systems

Understanding the Human Dimension

  • Similarities between animal behavior and human behavior
  • Influence of brain structure on human behavior
  • Creating long term employee motivation
  • Rules of thumb for predicting human behavior in organizations
  • Recognizing the symptoms of pathological leadership
  • Managing and defusing dysfunctional behavior

Assuming the Helm

  • Managing the transition to a new workgroup
  • Common and avoidable errors of leadership
  • Developing and maintaining the support of your workgroup
  • Simple, but effective steps to improve workgroup performance

Shaping Corporate Culture

  • Understanding the critical components of corporate culture
  • Forming productive organizational norms
  • How leaders contribute to dysfunctional cultures
  • Establishing a high performance work environment

Creating Organizations that Work

  • Creating an organizational charter
  • Selecting an effective management team
  • Thinking systemically
  • Importance of managing image and expectations
  • Creating meaningful performance indicators
  • Eliminating turf battles and duplication
  • Limitations on the application of common systems

Facilitating Strategic Decisions

  • Critical distinctions between problems, decisions and polarities
  • How to properly frame a decision
  • Selecting the decision makers
  • Common errors in decision making process
  • Essential elements of effective decision making process
  • Knowing when the decision has been made

The Leader's Role in Creating Effective Strategies

  • What exactly is a strategy?
  • Why business strategies fail
  • Internal and external considerations
  • What constitutes effective strategy?
  • Anticipating the impact of adaptive responses
  • Framing strategic initiatives
  • Barriers to strategy implementation

Leading Strategic Change

  • Planning a change initiative
  • Critical variables in organizational change
  • The leader's role in fostering change
  • Anticipating and dealing with resistance
  • Culture as a barrier to change

Political Reality versus Dysfunctional Idealism

  • Gaining credibility in executive circles
  • Sources of leadership power
  • How power is gained and lost
  • The importance of building networks and relationships
  • How to avoid getting derailed

Lessons of History for Strategic Leaders

Developing a Leadership Profile

  • Charting your personal leadership profile
  • Identifying your leadership assets and liabilities
  • Creating a plan of action

Course Methodology

A variety of methodologies will be used during the course that includes:

  • (30%) Based on Case Studies
  • (30%) Techniques
  • (30%) Role Play
  • (10%) Concepts
  • Pre-test and Post-test
  • Variety of Learning Methods
  • Lectures
  • Case Studies and Self Questionaires
  • Group Work
  • Discussion
  • Presentation

Who should attend

This training is designed for executives, senior level managers, and engineering managers or technical specialists who are called upon to formulate or provide input into strategic decisions and business strategies.

Next dates

Oct 27—Nov 7, 2019
10 days
Abu Dhabi, United Arab Emirates
USD 5800
USD 580 per day
Nov 3—7, 2019
5 days
Abu Dhabi, United Arab Emirates
USD 3300
USD 660 per day

How it works

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