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Moving From an Operational Manager to a Strategic Leader
A leader is acting strategically when he/she weighs their day-to-day issues in terms of what's best for the competitive advantage & long-term success of their organization. And operational leaders can do just that by employing the following proven five-step process:
Identifying the current state of their function by:
- drafting a mission statement referencing the products, services & value they are currently providing their internal customers
- completing a SWOT Analysis to identify their functions
- strengths to be leveraged & weaknesses to be bolstered
- opportunities to be harnessed & threats to be neutralized
Determining their customers’ perceptions of the function’s current performance through:
- electronic surveys
- face to face interviews
- focus groups
- a customer advisory board
- complaints, etc.
Envisioning a preferred future for their function that is:
- feasible, brief & easily remembered
- a compelling aspiration that their team can relate to & be inspired by
- supportive of their corporate vision
Establishing their function’s Critical Success Factors which are the:
- few proficiencies at which the function most needs to excel
- initiatives that will make the greatest contribution to the organization’s long-term success
Executing their new strategy collaboratively by:
- creating a common understanding throughout the team of the new vision & strategy as translated into Critical Success Factors
- utilizing metrics to create alignment & provide feedback to team members on the progress being made toward those Critical Success Factors
- Although we don’t have a common definition of ‘Strategic Leadership’ any leader can "be more strategic" by implementing these steps
Overview of the webinar
Leaders can be trained to lead strategically by developing and following a Strategic Frame of Reference which involves:
- Drafting their team's current Mission - including their primary customer and the key products, services, and value they provide to that customer
- Utilizing a SWOT/Situational Analysis - identifying their team's internal/current strengths and weaknesses and their external/future opportunities and threats
- Determining where their customers want their team to make changes - completing an Importance/Performance Matrix to identify the areas where the team needs to excel, make improvements, place low priority, and redirect resources
- Establishing their team's Vision - a realistic future worth striving for and built off of their customers' feedback
- Obtaining team member input and involvement in developing the Departmental Strategic Frame of Reference - generating commitment to the new plan and overcoming the natural resistance to leaving their comfort zones
Who should attend?
- Any Leader
- Manager or Supervisor who wants to improve their ability to strategically achieve enhanced business results
Why should you attend?
In today's competitive business environment senior leaders consistently say they have too few strategic leaders and plenty of operational managers. The desire and need exist.
Both research studies and the high priority senior leaders place on strategic leadership practices reinforce the importance of enhancing this mindset and these skills within leadership teams. The great news is that there are practical initiatives that work in developing strategic leadership skills - with significant payback to both the organization and the leaders themselves. And multiple studies have determined that leaders who think and act strategically are viewed as the most effective.
However, functioning strategically is a challenge for leaders today due to:
- The complexity of today's business issues and the speed at which those issues change
- Everyone expects instant results pulling leaders into reactionary firefighting
- Leaders being given tasks with a short-term focus and rewards tied to accomplishing those tasks - in essence, encouraging leaders to not be strategic.
However, this reactionary culture carries a huge downside for organizations - not to mention leaders' careers. This webinar will address proven methods for fostering strategic thinking and functioning within your organization.
Faculty - Mr.Pete Tosh
Pete Tosh is the Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:
- Maximizing Leadership Effectiveness
- Implementing Strategic HR Initiatives
- Strategic Planning
- Enhancing Customer Loyalty
The Focus Group has provided these consulting & training services to manufacturing & service organizations across the U.S., Canada, Europe & the Middle East. Prior to founding The Focus Group 25 years ago, Pete had 15 years of corporate leadership experience including serving as the V.P. of Human Resources & Quality
Pete frequently facilitates a variety of leadership development programs. Employees from over 3,500 organizations have benefited from Pete’s experience and perspective. Pete is also co-author of Leading Your Organization to the Next Level: The Core Disciplines of Sustained Profitable Growth.
Credits
HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Please make note of the activity ID number on your recertification application form. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org
ComplianceIQ is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for [1] PDCs for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.