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Provided by: Mitchell Phoenix Securing the FutureBusiness and Management Skills |
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Certificate Program
Provided by Mitchell Phoenix
Securing the Future
This programme focuses on the abilities of managers to respond effectively to meet the demands of the future business environment. Each managera s inseparable relationship with strategy, decision-making, responsibility, creativity and time usage is explored in the context of organizational responsiveness.
Throughout each seminar, delegates learn to connect the long-term goals of the organisation with day-to-day activity in a way that makes planning and decision-making a predictable and enhancing process.
The managers are invited to review the way in which they generate decisions in their area and apply new, more effective, principles. In addition they are challenged to create new attitudes towards time usage and to apply this to the organisation within their areas of responsibility.
This programme comprises 4 full-day, intensive seminars over 5 months. It is recommended for those who have completed one of the Governing Change programmes and who wish to add to their capability in the areas of strategic planning, decision-making, and time usage and management.
o Delegates will be more confident in decision-making and taking
o They will enhance their ability to direct the business rapidly and with security
o Time usage will improve, issues get settled more rapidly and the organisation become more responsive
o Results will be logged by delegates at each stage and reported to the training group and to business line management
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Securing the Future
Securing the Future
Seminar One Improving the quality of decision-making Strategic and Tactical
o Managing the gap between what we know and what we do
o The Purpose of management
o The dynamism of strategic thinking making sense of the language
o The elusive concept of Vision envisaging the future
o The different types of decisions made in business and personal life
o What constitutes quality in decision-making
o Passive, active, strategic, creative the matrix of decision-thinking
o Making and taking decisions the crucial difference
o Decisions as movement , escaping the negative language of judgment
o The relationship between activity and the decision-taking process
Delegates take theory from the seminar and apply it to their business over the next month. Project themes are set out as a guide, delegates choose the focus
Seminar Two Time usage, corporate and personal
o Defining time usage in management. Understanding the true value of time - 4 principles
o Time budgeting and spending applying the important work/ life balance
o Stop, Start, Less, More analysis and action plan
o The effective couple - Active time usage and Active decision-making
o Personal training to develop an attitude of time-effectiveness
o Understanding efficiency and effectiveness - The demands for both
o The value of principles in time-usage - Building a long-term agenda
o Setting up and managing issues and major events Developing an active time-plan for the business issues, events and goals
o Viewing decisions as a way to create movement
o Time usage building a support organization - Deciding what to decide
o A new ethic for meeting management, covering the agenda more effectively
o Moving swiftly and decisively as a group preparedness to create change
o Setting out a new active agenda
Delegates are challenged to re-think their approaches, re-apply new ideas and create results directly from the theory in this seminar
Personal sketch to be completed - Where are you creative and what example of recent creativity can you record
Seminar Three Unlocking the creative potential of your organisation
o Structure, strategy and culture - Exploring inter-dependencies
o The role and meaning of creative, responsive management
o The characteristics of responsiveness creating movement
o What are the issues what is your mantra
o Introducing and driving new values and expectations
o Problem solving, creativity and innovation
o Questions create change no questions, no change
o Balancing time usage and demands for creative thinking
o Developing an active performance culture
o Customer oriented management - One goal, the active reference
o Working with partners and outside agencies
Delegates work in conjunction with peers and direct reports to create new collective approaches to the business. Results are logged and reported at the next seminar
Seminar Four Organisational effectiveness Employee, Customer, Shareholder
o The role of culture
o Values, principles, Mantras, responsibility
o Greatest corporate asset - The happy employee - Motivation and measurement
o The strategic role of appraisal, hygiene factors and future orientation
o Matching appraisal and coaching into longer term business achievement
o Setting out expectations - Describing the job (Business planning fundamentals)
o Targeting personal development using business goals and issues
o Who is your customer? 4 directions - Linking business planning with strategy, cascading objectives & matrix objectives. Add value, create security, active reference, set the example
o Using long term goals as a management guide
o What by whom by when? Distributing authority, goals, responsibilities and challenges
o What cannot be delegated? Actively deciding what remains in your hands
o Designing creativity and innovation into the achievement of real goals
Seminar One Improving the quality of decision-making Strategic and Tactical
o Managing the gap between what we know and what we do
o The Purpose of management
o The dynamism of strategic thinking making sense of the language
o The elusive concept of Vision envisaging the future
o The different types of decisions made in business and personal life
o What constitutes quality in decision-making
o Passive, active, strategic, creative the matrix of decision-thinking
o Making and taking decisions the crucial difference
o Decisions as movement , escaping the negative language of judgment
o The relationship between activity and the decision-taking process
Delegates take theory from the seminar and apply it to their business over the next month. Project themes are set out as a guide, delegates choose the focus
Seminar Two Time usage, corporate and personal
o Defining time usage in management. Understanding the true value of time - 4 principles
o Time budgeting and spending applying the important work/ life balance
o Stop, Start, Less, More analysis and action plan
o The effective couple - Active time usage and Active decision-making
o Personal training to develop an attitude of time-effectiveness
o Understanding efficiency and effectiveness - The demands for both
o The value of principles in time-usage - Building a long-term agenda
o Setting up and managing issues and major events Developing an active time-plan for the business issues, events and goals
o Viewing decisions as a way to create movement
o Time usage building a support organization - Deciding what to decide
o A new ethic for meeting management, covering the agenda more effectively
o Moving swiftly and decisively as a group preparedness to create change
o Setting out a new active agenda
Delegates are challenged to re-think their approaches, re-apply new ideas and create results directly from the theory in this seminar
Personal sketch to be completed - Where are you creative and what example of recent creativity can you record
Seminar Three Unlocking the creative potential of your organisation
o Structure, strategy and culture - Exploring inter-dependencies
o The role and meaning of creative, responsive management
o The characteristics of responsiveness creating movement
o What are the issues what is your mantra
o Introducing and driving new values and expectations
o Problem solving, creativity and innovation
o Questions create change no questions, no change
o Balancing time usage and demands for creative thinking
o Developing an active performance culture
o Customer oriented management - One goal, the active reference
o Working with partners and outside agencies
Delegates work in conjunction with peers and direct reports to create new collective approaches to the business. Results are logged and reported at the next seminar
Seminar Four Organisational effectiveness Employee, Customer, Shareholder
o The role of culture
o Values, principles, Mantras, responsibility
o Greatest corporate asset - The happy employee - Motivation and measurement
o The strategic role of appraisal, hygiene factors and future orientation
o Matching appraisal and coaching into longer term business achievement
o Setting out expectations - Describing the job (Business planning fundamentals)
o Targeting personal development using business goals and issues
o Who is your customer? 4 directions - Linking business planning with strategy, cascading objectives & matrix objectives. Add value, create security, active reference, set the example
o Using long term goals as a management guide
o What by whom by when? Distributing authority, goals, responsibilities and challenges
o What cannot be delegated? Actively deciding what remains in your hands
o Designing creativity and innovation into the achievement of real goals
About The Training Provider: Mitchell Phoenix
Mitchell Phoenix - Mitchell Phoenix is an international training organization providing leadership and management training programs for business executives from the boardroom to the first line.
For 20 years across four continents, we have provided major corporate clients with a unique resource for strengthening and building a high performance management culture. Our development programs create immediate...
