Leadership Development Programme Seminar 2 Leadership.thesolutionorganisation.com

Presenters today Brad Bamfield – com Patrick Sullivan – m

Today Welcome Review issues OGSMs Hierarchies Stakeholder analysis Strategic planning Communications

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

Hierarchies Formal Informal Mind map

Exercise Mind map the Hierarchy in your business

Stakeholder Analysis

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

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

Stakeholder analysis Step 1 Mind Map

Stakeholder analysis 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 Step 1 Mind Map Step 2 Asses Stakeholder interest & impact

Stakeholder Interest

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

Key Stakeholder Matrix

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

Stakeholders rating chart

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

Participation strategy

Strategic Planning

Strategic planning 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 Gurus –Mintzberg –Porter –Ansoff Approaches –Boston Matrix –Porters 5 forces –SWOT –Plestin variables Strategic planning

Porter 5 forces Strategic planning Industry rivalry BuyersSuppliers Substitutes New entrants

Strategic Planning SWOT Strengths ThreatsOpportunities Weaknesses

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

Strategic Planning O G S M

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

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

Communications

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

Believed process You speak I listen I speak You listen

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

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

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

Exercise What is your communications style

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

Listening Skills Exercise

Concentration Minutes Percent Typical Concentration over One Hour Period

What? Why? Who? How? When? Where? Notes Communication/Action Planning Sheet SubjectXMPL Project 8 May, 2005

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

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

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