Managing and
Supervising Effectively

Moving from an Operational Manager to a Strategic Leader

Series: Enhancement Skills

Course: Moving from an Operational Manager to a Strategic Leader

Gain the insights and skills to know where your business stands today and where it’s heading tomorrow.

In today’s unpredictable business environment, strategic leadership is not just for top management alone. It’s for:
• Managers who want to increase their competitive advantage by anticipating their customers’ priorities, needs and expectations
• Managers who want to distinguish operational data from strategic data, creatively develop sources of information and increase their staffs’ flexibility and responsiveness
• Managers who want to broaden their perspective, improve flexibility without compromising quality and increase their department’s value to the organization
• Every manager who wants to anticipate, initiate and manage change for maximum competitiveness!

If you want to move from being a good manager to being a great manager, you can’t afford to miss this seminar. Because strategic leadership is a blending of attributes that every superior manager requires in today’s unpredictable business environment.

Here’s where you’ll learn to anticipate, initiate and manage change for maximum competitiveness…stay on course while constantly redefining and refocusing your department’s goals in order to hit a moving target…and determine where your unit is headed, as you take into account the multiple groups your decisions will impact.

Prepare to make a transition. Instead of being buried in your department’s ongoing activities, you’ll become an innovator able to add value to your organization, its customers and stakeholders. This course will provide you with the skills required to move your team or department forward decisively.

"Committed to continually improving management, team, and organization performance."

How Participants Will Benefit
Topics We Will Address

Inspire and direct your team to greater readiness and competitiveness
Add value to your organization by understanding the needs of your customers
Anticipate, create and encourage change
Spot opportunities for successful strategic alliances
Become an innovative, visionary leader
Establish a strategic culture
Identify the strengths and weaknesses in your work unit
Keep your unit moving forward
Take risks with confidence

Crossing the line to strategic effectiveness
Learning the strategic leadership approach
Vision and strategic leadership
Becoming an effective leader
Building influence through communication
Understanding the role of teams
Managing change with action-oriented skills

Moving from an Operational Manager to a Strategic Leader

Learning Objectives
Crossing the Line from Operational Management to Strategic Leadership
Mission of the Organization
A Vision of the Future
A Strategic Frame of Reference
Priorities for Strategic Action
Profile of the Manager/Leader
Communication and Influence Skills
Leading Change
Strategic Plan for Personal Growth

Inspire and Direct Your Team to Greater Readiness and Competitiveness
Add Value to Your Organization by Understanding the Needs of Your Customers
Anticipate, Create, and Encourage Change
Spot Opportunities for Successful Strategic Alliances
Become an Innovative, Visionary Leader
Establish a Strategic Culture
Identify the Strengths and Weaknesses in Your Work Unit
Keep Your Unit Moving Forward
Take Risks with Confidence

Identify Your Own Specific Needs for Learning Related to the Content of the Seminar and Describe Them to the Group
Establish a Working Definition of Operating Management and Strategic Leadership by Examining the Evolving Roles of Managers and Leaders in the Workplace
Explore the Key Attributes of Managers vs. Those of Leaders
Assess Your Current Use of Effective Operating Management and Strategic Leadership Practices in Your Current Work Setting

Clarify the Purpose of Your Work Unit in the Context of Your Organization
Develop a Working Draft of a Mission Statement That Will Form the Basis of Further Strategic Decisions

Identify the Forces Influencing the Future of Your Work Unit
Develop an Inventory of the Strengths, Weaknesses, Opportunities, and Threats (SWOTs) That You Recognize in Your Business
Select a Target for Future Business Success
Develop an Initial Draft of a Vision Statement to Take Back to Your Unit
Formulate a Plan to Implement the Visioning Process as a Key Step in Applying Your New Strategic Leadership Skills Back in the Workplace

Develop a Strategic Approach for Your Own Work Environment
Define Key Outputs at Each Level, Using the Model as a Planning Tool, for Your Actual Business Situation

Use a Tool for Setting Your Work Unit’s Priorities, Given a Range of Information from and about Your Customers
Determine Optimal Approaches for Developing Customer Input and Data
Apply the Tool to a Real Business Situation
Develop a Plan to Use the Tool Back at Work

Evaluate Your Current Application of Managerial and Strategic Leadership Approaches Using a Self-assessment Tool
Identify Your Current Key Strengths and Areas for Development
Plan Specific Actions to Take Back to Your Workplace by Looking at Your Own Staff in Terms of What They Currently Need from You as a Strategic Leader

Assess Current Influence Skills and Practices
Develop Strategies for Increasing Your Influencing Skills as a Leader
Explore a Range of Options for Enhancing Communication Effectiveness

Identify Three Types of Change
Relate Organizational Change to Major Business Trends
Assess Your Skills in Leading Change
Plan Strategies for Specific Change

Revisit Concepts from the Program for Application Back at Work
Select Specific Applications of the Concepts Presented for Taking Action in Your Unit When You Return to Work Using the Self-Assessments, Models, Activities, and Individual Exercises from This Program
Develop Specific Implementation Strategies, Including a Timetable