Manager Essential Program Class

Program Description
The delivery consists of limited lecture, and is heavily spiced with video clips, case studies, interactive exercises, group discussions, etc.
A.M. & P.M.
You are the Leader
Day One (full day):
 
  • What is real leadership?
  • The costs of poor leadership
  • Managing vs. Leading
  • Leading “in the zone”
  • The payoff of good leadership: for the organization and for YOU
  • Setting a “leaderly” example
  • How leaders inspire buy-in for the vision
  • Challenging the “status quo”
  • How are effective leaders developed?
  • The LPI model of leadership (perceptions)
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Finance for the Non-Financial Manager
 
  • This program is designed for managers and supervisors in every functional area of an organization who need to better understand, influence and make financial decisions. This course will help nonfinancial managers develop the basic skills to better interpret financial statement data, spot profit drains, forecast financial performance and make business decisions. This seminar will help the participant develop the basic financial skills and personal confidence required to communicate with others including financial managers elsewhere within the organization.
  • This course reviews the current premier sources of financial performance information as well as the more common techniques that use that information in the financial decision process by modern business enterprises. Participants will examine the current financial management tools used in a business to facilitate the following decisions:
  • Analyzing and Interpreting Financial Statements
  • Managing Working Capital
  • Building a Target Capital Structure
  • Investing in Long-Lived Assets
  • Managing Product Costing and Pricing
  • Measuring Performance and Dashboard Repotting
  • Making Financial Decisions in the Global Market Place
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Your People are Your Advantage
Day Two (morning):
 
  • Review
  • Creating an empowered environment
  • Motivating high performance
  • Your personalized LPI leadership assessment
  • Next steps: your personal leadership development plan
  • Gathering observer input for your assessment (optional)
  • Wrap up
Collaborative Negotiation
 
  • Key Concepts addressed or Tools Employed:
    • Principles of Collaborative Negotiating: Recognizing both process and outcomes, these principles lead directly into the development of negotiating strategy.
    • Creating Win/Win: a series of tactics for negotiating in an integrative (win-win) setting, including increasing the pie, finding or building mutual objectives, aligning objectives through process, building trust, and other collaborative negotiating methods.
    • Ambushed: when negotiating unexpectedly or in a win-lose environment, tactics for identifying and framing the situation, responding to win-lose advances, and maintaining balance.
    • Moving Win/Lose to Win/Win: tactics such as re-framing, coalescing, changing the team, and other methods that restore or create collaborative negotiations.
    • Lying and deception in negotiation: ethics and ethical considerations, detecting deception in your counterpart.
  • During the Program, participants will:
    • Learn principles of collaborative negotiation transferrable across professional and personal situations
    • Identify situations, processes, and objectives that frame and shape negotiations.
    • Practice negotiation skills in a non-threatening and low-consequence environment.
    • Receive feedback on their effectiveness and conflict resolution style.
    • Learn which tactics to avoid, as well as which tactics to use
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The Marketing Role of the Middle Manager
    • The Scope of Marketing
    • Fundamental Marketing Concepts
    • Marketing Management Philosophies
Market Segmentation, Targeting and Positioning
    • Bases for Segmenting Markets
    • Targeting Approaches
    • Positioning for Competitive Advantage

Developing Pricing Strategies and Programs
 
    • Psychology of Pricing
    • Product-Mix Pricing Strategies
    • Price Adjustment Strategies
Integrated Marketing Communications
    • Elements of the Communication Mix
    • Advertisement
    • Alternate Forms of Communication
    • Consumer and Trade Sales Promotion
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Strategic Thinking for Middle Managers in the Global, Digital Economy
  This seminar is directed at the middle management/supervisory level since it addresses management priorities at this level and contemporary issues in strategic management in the global digital economy: Why the “disconnect” with business Middle Management Leadership Excellence Key ideas based on examining the competency performance data based on interviews and 360-degree assessments of 25,000 executives 10 Characteristics of the Mid-Level Business Strategists/Leaders Tentative outline of the key areas of focus:
  • Understanding Strategy
    • Define (e.g., map out the future, setting out which products to which markets and how), examine, think short/long-term, prepare for strategic success, look to the future
  • Analyzing Your Position
    • Examine influences, understand customers, analyze competitors, assess skills and capabilities, analyze
  • Planning a Strategy
    • Stage the process, define purpose, determine comp. adv, set boundaries, choose strategic emphasis, estimate a budget, integrate strategy, test the strategy, communicate clearly
  • Implementing a Strategy
    • Prioritize & plan change, assess risks, review op. targets, motivate people, monitor performance, hold reviews, be flexible, assess your strategic thinking
Real World Case Studies with role play and group interaction/breakout sessions as part of active learning Issues for Critical Thinking/Discussion
  • Can the future-state strategic decision making model play a larger role in driving, not just enabling, business strategy?
    • The Future-State strategic decision making model plots two assessment scores: the overall leadership competency performance (the Executive Quotient) and the organization’s readiness to accept an expanded strategic decision making role.
  • What is the impact of non-effective strategic decision making leadership upon ongoing competitiveness and sustenance of businesses?
  • How can a candidate figure his/her Executive Quotient (EQ)? By figuring your EQ, you can determine how well your positioned to be the strategy-oriented leader that businesses are demanding.
  • Next Steps: Critical Thinking to Action
  • What are the lessons learned that should they shape the next practices (not necessarily best practices since the word best is contextual)?
Either Lead, Follow or Get Out of The Way
How do leaders create organizations that inspire managers and their teams to achieve the company vision, think like entrepreneurs and implement the company strategy? What makes great business leaders?… this program will discuss the qualities the greats have in common, the pitfalls that prevent success at the top and the lessons we can learn from the very best.
faculty
Globally Responsible Leadership through an Integral Lens
    • Present the global perspective and utilize various examples (individual and organizational) to demonstrate the power of the model.
    • The model recognizes and addresses the complexity of both the business and life challenges individuals face.
    • Present two Case Studies of how the model applies to a personal challenge (Learning a Language) as well as an organizational issue (Interface, Inc.).
    • Develop an understanding of the four integral quadrants and multiple lines of development.
    • Apply enriched perspective to complex business issues.
    • Identify Levels of Development that represent increasing levels of complexity.
    • Introduce Value Mindsets along the Values Line in order to understand how people live in different realities and to create an optimal environment for employees and productivity.
    • Present conclusion: The globally responsible leader is one who can understand and navigate quadrants, lines and levels, and is personally committed to development.
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The Business Case for Sustainability
Every Managers Role
  Perhaps the biggest challenge for the Twenty-first Century is how to build a sustainable society. The world has become more populated over the last few decades and affluent and developing economies have started to experience the negative effects of resource scarcity, overconsumption, and environmental degradation. The challenge of building a sustainable society has to be addressed by all societal stakeholders: government authorities, the private sector, academics, non-governmental organizations, consumers and individuals. Business can play a central role in pursuing a sustainable society by finding solutions to complex problems and by making use of its ability to promote technological innovation, and entrepreneurship. Accordingly, many large and middle size companies have started to incorporate sustainability in their business strategies. Sustainability is about building a society where economic, social and ecological aims are kept in balance. This requires that the business sustain and possibly expand: shareholder value, quality of products and services, prestige and reputation and customer relationships. Companies can take sustainable development a step further by proactively innovating products and services which incorporate the principles of sustainability, and by controlling risks and social costs associated with their activities, or ideally by innovating and developing new products and processes that can lead to competitive advantage and benefit the environment and society.
 

Manager Essentials Program