Leadership Development Programme

1. Leadership DevelopmentProgramme Seminar 2 Leadership.thesolutionorganisation.com

2. Presenters today • Brad Bamfield • 07803 133110 • b.bamfield@thesolutionorgainisation.com • Patrick Sullivan • 020 8241 0166 • p.sullivan@thesolutionorganisation.com

3. Today • Welcome • Review issues • OGSMs • Hierarchies • Stakeholder analysis • Strategic planning • Communications

4. Review of practical exercise • Report to group • Describe issues • Present mind map • Key issues • New thinking? Solutions? • OGSMs • OGSM review

5. Hierarchies • Formal • Informal • Mind map

6. Exercise Mind map the Hierarchy in your business

7. Stakeholder Analysis

8. Stakeholder analysis • Stakeholders are • People • Things • Processes • It is a process for strategic or tactical situations • Change management tool

9. Exercise We will complete a Stakeholder Analysis for this course step by step

10. Stakeholder analysis • Step 1 Mind Map

11. Who/what is affected Who/what is involved Who/what has influence over the outcome Who are the potential beneficiaries Who might be adversely affected and why Have interest groups been identified Have supporters and opponents been identified Have the processes we work within been identified What are the relationships between the Stakeholders What people, assets or processes are missing Stakeholder analysis

12. Stakeholder analysis • Step 1 Mind Map • Step 2 Asses Stakeholder interest & impact

13. Stakeholder Interest

14. Stakeholder analysis • Step 1 Mind Map • Step 2 Asses Stakeholder interest & impact • Step 3 Key Stakeholder matrix

15. Key Stakeholder Matrix

16. Stakeholder analysis • Step 1 Mind Map • Step 2 Asses Stakeholder interest & impact • Step 3 Key Stakeholder matrix Stakeholder rating chart

17. Stakeholders rating chart

18. Stakeholder analysis • Step 1 Mind Map • Step 2 Asses Stakeholder interest & impact • Step 3 Key Stakeholder matrix Stakeholder rating chart • Step 4 Stakeholder participation strategy

19. Participation strategy

20. Strategic Planning

21. Usual definition of a successful company They survive They make satisfactory profit They grow Today a Sustainable business will Be here in 10 years Improve profits Grow Improve (reduce) the environmental and social impacts of their business Strategic planning

22. Strategic planning • Strategic planning Gurus • Mintzberg • Porter • Ansoff • Approaches • Boston Matrix • Porters 5 forces • SWOT • Plestin variables

23. New entrants Industry rivalry Suppliers Buyers Substitutes Strategic planning • Porter 5 forces

24. Strengths Weaknesses Opportunities Threats Strategic Planning • SWOT

25. Plestin variables P – political L – legal E – economic S – social/cultural T – technology I – Industrial N - natural 4 Ms Manpower Machines Materials Money Strategic Planning

26. Strategic Planning • Leadership is strategic • Management is tactical • You need Strategic Planning to:- • Set the vision • Develop the structure • Empower your people • Communicate

27. Strategic Planning O G S M

28. Strategic Planning • Objectives, Goals, Strategies & Measures • Objectives the ultimate strategic direction • 5 or 6 & up to 10 years • Goals required to achieve the Objectives • 5 -10 & 3 to 5 years • Strategies the tasks required to deliver the Goals • As many as you need 1 year

29. Mind Map for the O in OGSM consider Economic Marketing Innovation Efficiency/productivity Non Economic People Environment Community Strategic Planning

30. Communications

31. Communications Confucius he say: "Big difference between actually listening & simply waiting for chance to say something"

32. You speak You listen I speak I listen Believed process

33. You Speak-Evaluate-Speak-Plan-Speak-Rehearse I Listen-Evaluate-Listen-Plan-Listen-Rehearse I Speak-Evaluate-Speak-Plan-Speak-Rehearse Actual process You Listen-Evaluate-Listen-Plan-Listen-Rehearse

34. L..ook I..nquire S..tay focused T..est understanding E..valuate N..eutralise distractions Active listening

35. The Elements of Good Communication • Clarify the ideas to communicate • Examine the true purpose • Consider the total setting(Physical/Human) • Consult with others where appropriate • Be mindful of overtones • Convey help or value to receiver • Follow up • Communicate for tomorrow too • Actions must support your communication • Understand as well as be understood

37. Exercise What is your communications style

38. Communication Styles • Seeing/ Visual ( “I see what you say”) • Auditory/Hearing (“Your Name rings a bell”) • Kinesthetic/Feeling

39. Exercise Listening Skills

40. Typical Concentration over One Hour Period Percent 100 90 80 70 60 50 40 30 20 10 0 0 5 10 15 20 25 30 35 40 Minutes 45 50 55 60 Concentration

41. Communication/Action Planning Sheet Subject XMPL Project 8 May, 2005 What? Why? Who? How? When? Where? Notes

42. Summary of Seminar 2 • Review issues • Mind maps • OGSMs • Hierarchies • Stakeholder analysis • Strategic planning • Communications

43. Seminar 3 exercise • Using the issues/concerns you have identified • Revisit and revise your OGSMs, if required • Complete a Stakeholder Analysis process for the OGSMs • Complete a Communications Plan • Be prepared to make a 5 minute presentation on your business and what your issues are • The team will review, and offer help

44. Next meeting • We hope you have enjoyed today • We also hope you have learnt something useful • Please complete feedback forms • Next seminar • Citi Lodge Hotel Wollaton Street • 7th June 1pm to 5 pm