Moving from an Operational Manager to a Strategic Thinker May 10, 2009

Master strategic thinking—and capture the opportunities of tomorrow!

If you want to move from being a good manager to being a great manager, strategic thinking is imperative, especially when markets are erratic and unpredicable. Strategic thinking enables you to tap into the potential of your employees, understand the needs of your customers, and recognize your competition’s game plan.

This seminar offers key insights and ideas into the core skills of strategic thinking as well as actionable steps. Instead of being buried in your department’s ongoing activities, you will become a valuable strategic thinker, an innovator, a persuasive player and a champion for change who adds value to your organization, your customers and your stakeholders.
How You Will Benefit

* Inspire and direct your team to greater readiness and competitiveness
* Use strategic thinking to add value to your organization by understanding the needs and expectations of your customers
* Anticipate and innovate strategies to link strategic vision to core capabilities
* Recognize opportunities to influence and create strategic alliances
* Use strategic thinking to identify key strengths and weaknesses in your work group
* Encourage and support risk taking and innovation at all levels
* Develop persuasive skills to sell your strategic ideas

What You Will Cover

Developing and Balancing Operational and Strategic Management Skills

* Establish a working definition of operational management
* Explore the key attributes of today’s strategic thinkers

Creating a Strategic Frame of Reference

* Understand the key components of the strategic thinking model
* Develop a strategic thinker’s approach for your own work environment

Understanding Your Current Operational Mission: Your Team, Your Customers and Your Competitors

* Strategic thinking: moving from a limited context to a broader view
* Understand how to apply a SWOT analysis to your team
* Create a mission statement defining the operational reality of your work group

Developing a Strategic Vision: Moving from What Is to What If

* How to identify priority issues to create your strategic advantage
* Encourage innovative solutions
* Prepare a draft of a vision statement

Making Your Vision a Reality: Influencing Key Stakeholders

* Develop their persuasive skills
* Explore a range of options for influencing others

Your Personal Plan: Developing and Selling Your Vision of the Future

* Communication strategies to sell your strategic plan
* Conduct key conversations to encourage innovation and risk taking

Who Should Attend

Managers with five years or less of management experience who want to move into a more strategic role.
Extended Training Description

Learning Objectives

* Define Operational Management and Strategic Thinking
* Understand the Classic Strategic Model
* Develop a SWOT Analysis for Your Work Group
* Create a Target for Future Success
* Develop a Mission Statement for Your Work Group
* Encourage Innovation in Your Team
* Create a Strategic Approach to Your Particular Work Situation

Developing and Balancing Your Operational and Strategic Management Skills

* Establish a Working Definition of Operational Management
* Explore the Key Attributes of Today’s Strategic Thinkers
* Find the Balance Between These Core Competencies
* Reflect on Your Current Use of Operational Management and Strategic Thinking in Your Own Work Setting

Creating a Strategic Frame of Reference

* Understand the Key Components of a Strategic Frame of Reference
* Define Key Outputs at Each Level
* Develop a Strategic Thinker’s Approach for Your Own Work Environment

Understanding Your Current Operational Mission: Your Team, Your Customers and Your Competitors

* Clarify the Purpose of Your Work Group in the Context of Your Organization
* Draft a Mission Statement Defining the Operational Reality of Your Work Group
* Create a SWOT Analysis to Help You Understand Your Team, Your Customers and Your Competitors

Developing a Strategic Vision: Moving from What Is to What If

* Assess Customers’ Needs, Wants and Expectations
* Determine Optimal Approaches for Developing Customer Data and Input
* Learn to Use an Importance/Performance Matrix to Set Priorities for Your Work Group
* Understand the Power of Vision
* Create a Linkage Between the Organizational Vision and Your Work Group’s Mission

Making Your Vision a Reality: Influencing Key Stakeholders

* Develop Persuasive Skills to Sell Your Strategic Ideas
* Explore a Range of Options for Influencing Others
* Assess Your Ability to Encourage Innovation
* Learn How to Conduct 5 Key Conversations to Encourage Innovation in Your Group

Your Personal Plan: Developing and Selling Your Vision of the Future

* Complete a Strategic Frame of Reference for Your Department, Work Unit or Team
* Prepare to Communicate Strategically
* Identify and Practice the Key Conversations You Intend to Have Upon Your Return to Work
* Develop a Personal Plan of Action

Official Website: http://www.focustraco.com/index.php/tm-training-schedule/details/107-116102