Introduction

This program focuses on the essential leadership roles for running a division, department, or organization effectively. Leaders must act as a beacon who sets the direction, an architect who aligns talent, systems, structure, and culture, and a catalyst who drives innovation and change. Through self-assessments, peer feedback, and hands-on projects, participants will better understand their leadership style and prepare for the next phase of their leadership journey.

Objectives

By the end of this program, participants will be able to:

• Identify misalignments between organizational dynamics and external market conditions
• Communicate purpose and vision to inspire organizational execution
• Extend leadership influence through other managers
• Elevate leadership style for larger, more dispersed teams
• Shape organizational culture to maximize talent, leverage diversity, and drive performance
• Develop strategies for planning and implementing organizational change and innovation

Target Audience

• Senior Executives: Leaders responsible for organizational strategy and performance.
• Department Managers: Managers leading teams and operational functions.
• Team Leaders and Supervisors: Professionals responsible for guiding and motivating teams.
• HR and Organizational Development Professionals: Individuals involved in leadership and talent development.
• Project and Program Managers: Leaders managing strategic projects and organizational initiatives.
• Entrepreneurs and Business Owners: Professionals seeking to strengthen organizational leadership capabilities.
• High-Potential Professionals: Employees preparing for future leadership positions.

Program Outline

Day 1: Leading at Scale and Scope

• The "Double Helix" of Leadership
  • Balancing organizational responsibilities with personal leadership development
  • Key imperatives when transitioning to new leadership roles
  • Identifying common pitfalls to avoid during leadership transitions

Day 2: Leader as Beacon: Understanding the Context and Setting Direction

• Assessing the External Context
  • Evaluating market conditions and their impact on organizational strategy
• Setting Organizational Direction
  • Developing a clear direction for your team or organization
  • Identifying key contextual factors shaping your organization’s future

Day 3: Leader as Beacon: Communicating Direction

• Crafting a Statement of Direction
  • Using vision, purpose, strategy, and identity to communicate organizational goals
• Techniques to Communicate Direction
  • Communicating strategy across all levels of the organization
  • Evaluating communication effectiveness

Day 4: Leader as Architect: Designing to Deliver Value

• Assessing Organizational Capacity
  • Diagnosing challenges related to motivation, competence, and coordination
• Organizational Design for Value Delivery
  • Aligning people, systems, structure, and culture to create value
  • Developing a three-year value creation plan
  • Aligning organizational architecture with long-term goals

Day 5: Leader as Catalyst of Change and Innovation

• Leader as Catalyst of Change
  • Diagnosing the need for organizational change in response to internal or external factors
  • Using the CHANGE model to implement change and overcoming resistance
• Leader as Catalyst of Innovation
  • Fostering innovation within established organizations
  • Shaping an organizational culture focused on innovation
• Leading Self at Scale and Scope
  • Managing personal and organizational challenges during leadership transitions
  • Balancing new leadership responsibilities with self-care and personal growth