Business Management Development for Senior Leaders

Course details

Business Management for Senior Leaders

Overview
The Business Managment for Senior Leaders course is designed for senior managers and leaders who want to develop themselves as leaders and managers, who recognise they have to satisfy various stakeholders and also want to invest in their own personal brand.

They may manage day to day operations and activities, and in doing so seek to make best use of their resources, understand the need to innovate and have a constant awareness of the need to optimise performance.

They may also have to present arguments for change, construct business cases, lead change implementation and evaluate the impact of that change. These are the leader/managers who will benefit from this qualification.

Becoming a more effective leader involves delegates in a complex process of changing behaviours, based on an understanding of leadership and on the development of a range of personal and interpersonal skills.

Simply understanding what leadership involves, or developing insight into the effect of one's own emotional state or values on decision-making, or being good at communicating with thers is not sufficient, although each is a necessary component of any leadership role.

It is the synthesis of this that enables effective leaders to recognise the effect of their own behaviours on other people and on the organisation, and to manage those behaviours to achieve the goals that they have agreed.

Our Senior Leaders development programme places great emphasis on developing this ability; if you are to continue to improve your performance beyond the programme itself - hence the results driven focus.

This is an important characteristic of all successful leaders that they can reflect on their experiences and learn from them - effective leaders are not afraid of making mistakes, only of repeating mistakes.

Programme content
The use of action learning as a strategic leadership development medium

Using ROI in the decision making process at a strategic level

Engaging with stakeholders at a strategic level either internal or external to the organisation, getting buy in to change

Organisational mapping, dealing with barriers that enhance strategic productivity

The development of a personal brand which inspires confidence at a strategic level

The creation of added value at a strategic level

A range of contrasting traditional and contemporary models of leadership are considered, their research methodologies discussed and critical assessments made of them

Ethics, values, power and authority, responsibility and accountability in leadership

Knowledge, skills, behaviours and other characteristics of effective leaders

Organisation type, purpose, values and culture and their interaction and their impact on the leadership role

Characteristics of the sector in which the organisation operates and their impact on expectations of leaders; comparisons with other sectors

The nature of the external environment and its impact on the organisation; the demands and expectations this places on leaders

The criteria used to judge effective leadership in different types of organisation

The behaviours associated with effective leadership in different types of organisation

The leadership knowledge and skills that underpin effective leadership behaviour

The effect of personal characteristics ( personality, intelligence, emotional literacy, personal integrity and honesty, values and beliefs, on leadership behaviour

Skills and techniques for evaluation of personal behaviour and performance

The use of feedback and awareness of others' responses such as emotional literacy to own behaviour

Techniques and skills in seeking and objectively evaluating feedback

Models of reflective learning ( deep and surface learning, ACT, learning transfer, double loop learning, Activity Theory - NB learners must have an insight into process of learning and the role of structured reflection to enable learning)

Techniques for developing leadership in others ( through coaching or mentoring, delegation, etc)

Techniques of reflective learning (learners must be enabled to use practical techniques to enable a structured approach to reflection to enable learning)

Client testimonial
"The Trainer is full of energy and reinforced the fact that there is always an achievable solution with good communication in any given ;
Area Manager - Charity

  Updated on 16 October, 2018