This 2 or 3 day Strategic Development workshop will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a financial environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.
The core objective of the Strategic Development programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviours that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution.
After attending this course, delegates will be able to:
Has over 40 years in the banking and trade finance sectors. His career was spent initially with Lloyds Bank plc and then as a main board director of a specialist London based merchant bank. He has delivered numerous successful public courses on this topic as well as in house trade and commodity financing programmes at an advanced level for Bank of China, HSBC, Royal Bank of Scotland Group, Lloyds TSB, Commerzbank, Garanti Bank as well as all the leading South African and Nigerian Banks
He is an approved external master trainer for the world’s largest trade finance bank and has trained extensively in the UK, USA, Europe, Scandinavia, Africa, Asia and the Middle East.
The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience. There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments. Open forum discussions will also be a key element.
Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.
Session 6: Analysis of Resources
Analysing the Organisation
Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. Tthe staff concerned will not like it – they are nervous of change. How will you handle this?
Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?
Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?
Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief?
Case Study/Exercise: How would you persuade your team to work on a weekend without extra reward?
Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?
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