Most organizations have strong operational leaders. Many ascended to their leadership roles from the ranks of managers and supervisors and are adept in their operational abilities. They tend to work to maintain the status quo. Most lack the know-how, experience, and confidence to tackle what one of my college professors used to call wicked problems. These problems can’t be solved with a single solution or diminutive actions. Their causes seem incomprehensible, and their solutions are daunting. Wicked problems require complex remedies and strategic analysis to overcome the challenges. Often these problems mean that institutions need to completely transform how they do business. Leaders that challenge the prevailing view, which can act on big and small picture items at the same time, can change course as needed. They need to lead with inquiry, engagement, and advocacy while operating from a deeply held humility and respect for others. Operational pressures can certainly be the preoccupation of most leaders’ attention. This course will help you take the steps necessary to move towards greater strategic leadership. It will focus on best practices and practical strategies that will guide executive leaders in incorporating strategic leadership components. This material will help executive leaders expand their strategic impact on the organization and drive strategic thinking throughout their organizations. 

Topics covered in this session

Overview

• Executive Leadership and Strategic Thinking
• Strategic Goals and Objectives
• Organizational Culture – Cultivating a Transformative Environment

Strategic Leadership Components

• Interpretation and Prioritization
• Critical Thinking and Decision Making
• Delegation and Distribution of Responsibility
• Comprehensive Communication
• Driving Innovation and Creativity
• Develop All as Leaders
• Recognize Leadership Development as an Ongoing Practice

Change Management

• Challenging the Status Quo
• Defining the Change
• Communicating the Change
• Implementing the Change
• Creating an Agile Organization

Big Picture Thinking

• Mission and Vision
• Visualizing the Future
• Foresight and Anticipation

Who Should Attend:

• Supervisors
• Branch Managers 
• Team leaders
• Human resource managers
• Vice presidents
• Presidents, CEOs, CFOs
• Controllers
• Banking Officers/Directors
• Customer Experience