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STRATEGIC LEADERSHIPPROGRAMME OVERVIEW

www.tlsasalestraining.com

Get the Strategic Leadership

Skills to Deliver Your Future

Business Objectives.

A leadership development

programme for senior leaders.

STRATEGIC LEADERSHIP

This challenging

programme shows leaders how

to look beyond the present and

lead the business to achieve future

business performance and growth

objectives.

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STRATEGIC LEADERSHIP Show business leaders how to create

a vision, engage key stakeholders and plan

how the business will make the journey from its

‘current’ to ‘desired’ state.

This programme combines strategic thinking and leadership skills to

develop leaders who:

- Deliver financial and growth objectives

- Lead with a clear sense of purpose and direction

- Develop leadership strategy aligned with the objectives of the organisation

A Leadership Development Programme

for Senior Leaders

”

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This 2-day leadership programme is ideal for leaders who are, or about

to become, C-Level, director or senior executives who are responsible for

setting and implementing business strategy.

Who is Strategic Leadership For?

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What Will Your Leaders Get out of Strategic Leadership?

Participants focus on four key elements of strategic leadership:

VISION

How to create a clear vision, or strategic aim,

that has the clarity to engage the team in a

shared purpose and direction.

THE ROLE OF THE STRATEGIC LEADER

How the strategic leader balances working ‘in’

the business against working ‘on’ the business.

STRATEGIC PLANNING

Developing the core objectives, goals and time-

lines that drive a strategic plan, supported by:

- People empowered to make decisions and

contribute ideas aligned with business

strategy

- The activators and enablers that will turn

planning into action

ALIGNMENT

Defining the right approach to market, and

then developing the people, resources and

capability to make it happen.

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What Does Strategic Leadership Cover?

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Strategic Leadership features the following modules:

THE ROLE OF THE STRATEGIC LEADER

This module provides the opportunity to review the pre-work assignment, covering:

- The skills and qualities of the strategic leader- Key team functions- Differentiating leadership and management

ALIGNING THE STRATEGIC BUSINESS PLAN

Integrating the principles of strategic leadership into a formal plan that aligns key activity with strategy:

- Market disciplines: customer intimacy, operational excellence, and product leadership- Resources and capability- Values and culture- Alignment

PRINCIPLES OF STRATEGIC LEADERSHIP

- Creating the vision and value proposition- Setting strategic objectives- Building strategic goals- Developing the business environment- Empowering and enabling the team

CHANGE MANAGEMENT

- Creating a change map- Change sponsors- Creating engagement- Managing emotion and resistance

What Are the Benefits for Individuals?

THE ABILITY TO ALIGN THE SKILLS TO LEAD THE CONFIDENCE LEARNING

STRATEGIC LEADERSHIP

by defining the future,

understanding the

present, and setting

the strategy to achieve.

to implement change

management

initiatives.

people, values, culture

and resources to deliver

strategic objectives.

that can be easily

adopted to deliver

immediate

results.

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What Are the Benefits to the Organisation?

LEADERSHIP STRATEGY which is aligned with the objectives of the organisation.

LEADERS who understand how to engage the team in a shared vision and purpose.

HIGHLY MOTIVATED TEAMS working to achieve common objectives and goals.

A BUSINESS ENVIRONMENT in which people have the confidence to innovate and challenge.

ENGAGED PEOPLE who recognise that they are valued by the organisation.

What Is the Structure of the Strategic Leadership Programme?

Pre-workAn assignment that engages your leaders with a practical assignment based on the ‘current state’.

A blended learning approach takes your leaders through:

momentum which can be accelerated with coaching support. We can help you-with coaching materials, advice, or de-sign a bespoke leadership coaching pro-grammes for your organisation.

WorkshopA two-day workshop in which leaders complete syndicates and personal projects, developing outputs that are easily integrated into day-to-day activity.

Case StudyA challenging case study in which learners are tasked with creating astrategic plan for a failing business which has the potential to grow. This is a plan that provides a blueprint for them to take back into their own roles.

Personal ProjectA structured project, which acts as the catalyst for participants to implement the learning in their personal roles. This powerful motivator builds

Certification

An opportunity for your leaders to earn an award by demonstrating how they have implemented the personal project.At an event held 12 weeks after the work-shop, they present their results to one of your senior executives and a TLSA consultant. Each presentation is assessed and the leader provided with private feedback and a certificate endorsed by TLSA and your organisation.

Maximum Number of ParticipantsStrategic Leadership is run for a maxi-

mum of 12 leaders and a minimum of 3.

VenueThis programme is run at your preferred

venue.

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Participant Feedback

The comments below illustrate feed-

back from participants who have

attended the Strategic Leadership

programme.

“Thoroughly enjoyed the pro-

gramme – well-structured and

excellent delivery by Brett.” Jane McGrath, Co-operative Bank.

“High level of engagement”“Simple and logical framework.”

“Useful strategic content and

planning for future growth.”Sigi Joseph, Goodman Masson

-

-

Is Strategic Leadership a Professionally Endorsed Programme?

Strategic Leadership is an Institute of Leadership and Management endorsed course, which means that the content is verified by the UK’s leading professional body for leadership and management.

TLSA is An Approved Institute of Leadership and Management (ILM) Centre

This means we can provide our clients with programmes that are recognised by the ILM as making a significant change to the behaviours and skill sets of participants based on the programme content. This is measured against objectives agreed by our clients and us.

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-

-

Brett Lyons is an international leadership consultant who works with blue chip clients and SMEs to achieve their strategic goals.

Brett’s career spans 35 years in sales and leadership. His real-world expertise in business leadership, sales manage-ment and sales prepares and guides top teams to deliver long-term success for their organisations in a structured, focused way.

ABOUT THE FACILITATORBRETT LYONS

Brett enjoys working with motivated leaders who aspire to develop and lead their teams to greater competitive advan-tage.

Working in the UK, Europe, EMEA and the US, Brett works globally to bring real-world results to organisations in any industry sector. He has particular expertise in the banking, recruitment, capital goods and IT industry. He is pragmatic, engaging and supportive of teams tasked with the challenge of bringing a shared vision to life.

FINANCIAL SERVICES

- The RBS Group- Virgin Money- Lombard Asset Management

- Devro- Luxottica (RayBan, Oakley)- Cash Bases- Aebi Schmidt- Agility Logistics

- ADAS (Environment)- Goodman Masson (Recruitment)- The Economist (Publishing)

Current clients include:

MANUFACTURING/CONSUMER/LOGISTICS

PROFESSIONAL SERVICES

Page 10Copyright (c) TLSA International 1998 - 2016

DAY 1: OPEN 9:00a.m.

Introduction and Objectives

The Role of the Strategic Leader

Principles of Strategic Leadership

1 Vision and Value Proposition

2 Setting Strategic Objectives

3 Building Strategic Goals

Principles of Strategic Leadership

4 Developing the Business Environment

5 Empowering and Enabling the Team

Strategic Leadership Case Study

Review Day 1

Aligning the Strategic Business Plan

- Market Disciplines

- Resources and Capability

- Values and Culture

Strategic Planning Project

Change Management

- Creating a Change Map

- Change Sponsors

- Creating Engagement

- Managing Emotion and Resistance

Personal Project Brief

Workshop Review

DAY 2: OPEN 9:00a.m.

LUNCH : 1:00p.m.-2:00p.m. LUNCH : 1:00p.m.-2:00p.m.

CLOSE: 6:00p.m. CLOSE: 5:30p.m.


MODULE SUMMARY OF CONTENT FORMAT

Introduction and

Objectives

The Role of the

Strategic Leader

An opening module in which participants:

- Overview the objectives and content of the programme- Establish personal objectives

This module provides participants with the opportunity to review the outputs of the pre-work assignment. The aim of the module is to ensure learners:

- Understand the skills and qualities that make a strategic leader,supported by an analysis of personal strengths and developmentareas

- Understand the five functions that are key for senior teams tofunction effectively

- Have a clear understanding of the difference between leadership andmanagement at a strategic level

A module in which participants discover the deliverables expected of a strategic leader and are introduced to the five principles of strategic leadership.

- Debate

- Feedback

- Group Tasks

- Debate

- Personal Assignment

- PresentationPrinciples of Strategic

Leadership



Principles of Strategic

Leadership

1) Vision and Value PropositionParticipants cover the way a strategic leader creates a vision, how the vi-sion relates to the organisation’s overall objectives and how it translatesinto an external value proposition. Participants cover the:

- Reasons for a vision, i.e. common purpose, engagement anddirection

- Key elements of a vision: aspiration, time, and financial value

Participants then review examples of visions taken from major organisa-tions and begin the development work to create a vision to use with their own teams.

2) Setting Strategic ObjectivesThis module covers with participants how strategic objectives buildthe foundations of a strategic plan. The objective is for participants tounderstand why they must define the core activities that will deliver thevision and value proposition, then translate them into timed strategicobjectives that:- Break performance barriers- Challenge ‘norm’ performance expectations- Challenge established business practice and ask the question, ‘What

could be?’- Recognise the capability and development needs of the team

- Presentation

- Group Tasks


- Presentation

- Group Tasks



Leadership




Leadership

2) Setting Strategic Objectives (Continued)Although not a finite list, strategic objectives will often focus on:- New markets- New products and services- High potential accounts- Improved performance of individual team members- Cost reduction- Improved operational efficiency- Improved use of resources- Innovation

- Presentation

- Group Tasks


- Presentation

- Group Tasks



Leadership

3) Building Strategic GoalsThe third principle shows participants how to set the goals whichactivate the objectives. This is a challenging session that covers:

- Timing and budgets- Resourcing people- How to enable and engage the team to take action- Projects, tools, and aids that are needed for the team to deliver the

goals and objectives

This is a key module which helps participants understand what is to be achieved within given time periods, the need to ensure resources are available, and support that may be needed from the organisation.




Leadership


Leadership

4) Developing the Business EnvironmentIn this fourth step, participants cover the impact that they have as business leaders on the workplace environment. Key content includes:

- The role of the leader: the need to work ‘on the business’ as well as ‘in the business’ - Leadership styles: the impact that a leader’s leadership and management style has on the performance of the team and individuals - Consistency: the need to ensure activity aligns with the strategy, or change the strategy

5) Empowering and Enabling the TeamIn the fifth step, participants cover how the ‘desired state’ and support-ing plans should create a situation through which the leader can moti-vate team members with the responsibility and confidence to make decisions.The work is supported by group tasks, covering motivational factors to give team members the confidence to make both business and people decisions that align with the strategy.

- Presentation

- Group Tasks


- Presentation

- Group Tasks




Strategic Leadership

Case Study

Aligning the Strategic

Business Plan

The case study tests the learning from the five principles. Participants are provided with details of a failing business that has the potential to grow. Working in groups, the task is to:- Set strategy- Create a strategic plan- Present the plan to ‘investors’

This is a plan that provides a blueprint participants can use in their own roles.

Participants are challenged to examine key content that must be aligned with strategy, when setting strategy and creating a strategic plan. This covers:

- Market Disciplines: the potential to operate customer intimacy,product leadership and operational excellence. This is supported byan analysis of their own people

- Resources and Capability: what the business has, and what needsto change. This is supported with a practical project to help partici-

pants understand where new resources and capability are needed

- Values and Culture: participants test three practical assignments oncustomers, competition and values. The objective is that they will runthese projects with their teams as part of developing strategy

- Group Task

- Presentation

- Group Task

- Presentation

- Presentation

- Debate

- Personal and Group Tasks



Strategic Planning

Project

Change Management

Participants begin to develop strategy and a supporting plan for their own organisation. Using TLSA’s strategic planning aid, participants take the content of the programme and begin a process that will be finalised with line management and their teams.

The objective is that leaders leave the programme with the foundations of a clear business strategy and a draft plan. The personal project provides the vehicle to complete this back in the workplace.

One of the certainties of setting strategy and strategic planning is change. In this module participants cover how a strategic leader manages change, with a focus on: - Creating the change map to support a strategic plan - Engaging and working with change sponsors - Creating engagement for change - Managing the human emotion and resistance that change drives

- Group Task

- Presentation


- Presentation

- Debate


Change Management One of the certainties of setting strategy and strategic planning is change. In this module, participants cover how a strategic leader manages change, with a focus on:

- Creating the change map to support a strategic plan - Engaging and working with change sponsors - Creating engagement for change - Managing the human emotion and resistance that change drives

- Presentation

- Debate


Participants are provided with a brief for the personal project thatfeatures:

- Guidance and advice on how to implement the project - How their projects will be assessed by line management - Timings

- PresentationPrinciples of Strategic

Leadership

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Copyright (c) TLSA International 1998 - 2016


Personal Action Plans

Change Management

Throughout the programme participants work on a personal action plan in which they identify how they will integrate the programme content into their personal roles.

- Group Task

- Presentation


- Presentation

- Debate


Programme Evaluation A final module in which participants complete a programme evaluation. A full analysis is provided to your organisation within seven working days.

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Copyright (c) TLSA International 1998 - 2016

CONTACT US

TLSA International Ltd

Telephone: 0345 600 1556

Email: [email protected]

Website: www.tlsasalestraining.com/strategic-leadership-training

Address: Kemps Place, Selborne Road, Greatham, Hampshire, GU33 6HG, United Kingdom

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Contact our team to get your training project moving. .

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