Course Outline
Session 1: Strategic Thinking
- Defining strategic concepts and their application for government operations
- The three fundamental domains of organizational strategy
- The relationship between process, content, and contextual factors
- Integrating the three core strategic domains into a cohesive framework
Session 2: The Challenges of Leadership
- Distinguishing between management functions and leadership responsibilities
- Examination of established leadership theories relevant to public service
- Managing expectations of leaders and their staff members
- Identifying essential leadership characteristics and traits
- Determining the attributes that define effective leadership for government agencies
- Balancing inspiration, impact, and charisma against isolated or individualistic leadership styles
- Principles of transformational leadership in public sector contexts
Case Study/Exercise
Session 3: Establishing a Vision
- Differentiating between mission and vision statements
- Analyzing causes of strategic plan failures and implementing preventive measures
- Developing a robust and consensus-based vision for government entities
- Ensuring clarity and establishing measurable targets for accountability
- Securing organizational buy-in and alignment with the proposed vision
Case Study/Exercise
Session 4: Becoming Strategic
- Integrating strategic planning processes with critical thinking methodologies
- Developing techniques for strategic analysis applicable to government functions
- Enhancing communication effectiveness for strategic dissemination
- Identifying critical skills required for successful strategic execution
Case study/Exercise
Major Case Study Workshop: Participants will be organized into small groups to formulate a plan for launching a new initiative or business strategy. This process requires analyzing the current business environment and external influences. The plan must assess available resources against the established vision to ensure operational viability.
Session 5: Analyzing the Current Business Environment and Influences
- Assessment of external environmental factors
- Analysis of the general operational environment
- Identification of key influences impacting organizational performance
- Examination of product and service lifecycles
- Customer and stakeholder analysis
Case Study/Exercise
Session 6: Analysis of Resources
Analyzing the Organization
- Adopting a holistic approach to resource evaluation
- Addressing siloed operations and information barriers
- Conducting cross-organizational assessments for efficiency
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Evaluating specific resource categories:
- Financial assets, human capital, operations, systems, and operational style
Case Study/Exercise
Session 7: Motivation and Change Management
- Review of motivational theories applicable to the workforce
- Implementing practical motivation strategies
- Evaluating the role of financial incentives
- Defining the role of change agents in organizational transitions
- Understanding and managing resistance to change
- Application of the DREC curve model
- Strategic approaches to change management for government programs
Case Study/Exercise
Session 8: Establishing the Strategy
- Translating organizational vision into actionable reality
- Creating momentum for strategic initiatives
- Developing and evaluating strategic options
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Analyzing strategy implications:
- Identification of all relevant stakeholders
- Securing cross-organizational support and alignment
- Identification of potential areas of conflict
- Strategies for countering objections and building consensus
Case Study/Exercise
Session 9: Projects and Measures of Success
- Differentiating new projects from routine business operations
- The necessity of Key Performance Measures (KPMs)
- Selecting appropriate measurement approaches
- Utilizing the Balanced Scorecard approach for performance tracking
- Identifying key business drivers and ensuring traceability of outcomes
- Distinguishing between hard and soft performance metrics
- Establishing a comprehensive metrics framework
- Project tracking methodologies
- Protocols for risk reporting and disclosure
Case Study/Exercise
Session 10: The Implementation Process
- Aligning resource allocation with strategic planning and control mechanisms
- Utilizing planning tools for effective execution
- Defining clear and achievable objectives
- Breaking down strategic goals into specific tasks
- Maintaining effective communications throughout implementation
- Strategic resource allocation decisions
- Understanding resource characteristics and limitations
- Building effective teams for execution
- Managing the balance between projects and business as usual
Case Study/Exercise
Session 11: Managing Strategic Change, Including Conflict Management
- Evaluating the necessity of conflict and determining its health for organizational growth
- Viewing conflict as a problem to be solved
- Identifying root causes of organizational conflict
- Strategies for managing, mitigating, or avoiding conflict
- Assessing the impact of change and managing resulting effects
- Communicating the benefits of change to the organization
- Minimizing negative downsides of strategic shifts
- Ensuring the strategic plan remains on track
Case Study/Exercise
Session 12: Assessing Your Team
- Preparation work required for team assessment
- Review of personnel files and records
- Analysis of work records and performance history
- Gathering input from other colleagues
- Conducting effective meetings for assessment purposes
- Utilizing discussion groups and forums for feedback
Case Study/Exercise: Two participants will role-play a manager and team member in an initial encounter. The group will debrief in a constructive manner and discuss observations.
Session 13: Dealing With People
- Analysis of various management styles
- Examination of behavioral styles in the workplace
- Understanding organizational cultural style
- Aligning with institutional and management policy styles
- Developing an effective personal leadership style
- Facilitating productive meetings
- Conducting effective one-on-one interactions
- Overcoming resistance from staff members
- Managing relationships with superiors
- Presenting issues and challenges to the team effectively
Case Study/Exercise: A supervisor requests the reallocation of certain responsibilities. The affected staff are nervous about the change and unwilling to accept it. Determine how to handle this situation professionally.
Session 14: Communication Skills
- Adapting to different communication styles
- Applying corporate and management communication standards
- Effective oral, written, and electronic communication
- Encouraging two-way communication channels
- Fostering a sense of unity and shared purpose
- Utilizing top-down directives effectively
- Addressing resistance to communicated changes
Case Study/Exercise: A predecessor held weekly team meetings but chose to have a senior employee chair them. Evaluate this practice. Would you change it? If so, describe the method of implementation.
Session 15: Management Styles
- Review of standard definitions of management styles
- Identifying preferred leadership approaches
- Aligning with institutional and superior management styles
- Determining what works best for the specific department
- Identifying the most effective style for team performance
Case Study/Exercise: Evaluate whether the collaborative style of management favored by many experts is the most effective approach for government leadership.
Session 16: The Role of a Manager
- Transitioning from team member to supervisor
- Ensuring the team achieves its established goals
- Driving continuous improvement within the team
- Managing the overall role through time management and effective goal setting
- Projecting leadership presence and professionalism
- Understanding the influence of supervisor behavior on team dynamics and individual performance
- Focusing on key priorities for effective supervision
Case Study: You have been promoted ahead of a colleague and friend who is visibly disappointed. Describe how you should handle this situation to maintain professional relationships.
Session 17: Managing Problems
- Applying informal, semi-formal, and formal problem-solving methods
- Utilizing structured methods for problem resolution
- Seeking help and guidance when necessary
- Achieving resolution of identified issues
- Knowing when to refer issues to higher authorities
Case Study/Exercise: Staff performance is declining due to excessive workload. Your supervisor disagrees with this assessment and instructs you to manage the situation. Explain how you will handle this challenge.
Session 18: Motivation
- Understanding basic motivating factors for employees
- Creating a supportive work environment
- Balancing reward and disciplinary approaches
- Nurturing employee development and well-being
- Using patronage and recognition effectively
Case Study/Exercise: Describe how you would persuade your team to work on a weekend without offering additional financial rewards.
Session 19: Delegation
- Mastering the art of effective delegation
- Determining when delegation is appropriate
- Supervising delegated tasks appropriately
- Avoiding excessive oversight or micromanagement
- Monitoring progress without undermining autonomy
- Understanding core business functions and finance
Case Study: You have asked a deputy to prepare the preliminary budget for your department. Explain how you would monitor the process without overstepping boundaries. At what point would you intervene, and how would you handle the transition?
Session 20: Conflict and Resolution
- Identifying main causes of workplace conflict
- Applying effective resolution methods
- Involving management in complex disputes
- Handling challenges to supervisory authority
- Utilizing formal procedures for dispute resolution
Case Study: You ask a junior employee to complete a task. They cite being too busy. You insist. They refuse publicly. Explain how you should handle this direct challenge to your authority.
Session 21: Staff Appraisals
- Understanding the importance of performance appraisals
- Defining the objective of the appraisal process
- Considering remuneration and compensation factors
- Conducting fair and objective appraisals
- Providing encouragement and guidance for development
- Addressing performance weaknesses constructively
Case Study: You have been asked to select one person for promotion from two candidates and must inform both of the outcome. Describe how you will handle the communication to the unsuccessful individual.
Testimonials (1)
Tips such as, asking my team What else can I say to you so you are successful. Be a better leader by learning to trust the team and hold them accountable.
