1. Leadership Development Programme Seminar 2 Leadership.thesolutionorganisation.com

2. Presenters today Brad Bamfield –07803 133110 –b.bamfield@thesolutionorgainisation. comb.bamfield@thesolutionorgainisation. com Patrick Sullivan –020 8241 0166 –p.sullivan@thesolutionorganisation.co mp.sullivan@thesolutionorganisation.co m

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. 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

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. 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

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

23. Porter 5 forces Strategic planning Industry rivalry BuyersSuppliers Substitutes New entrants

24. Strategic Planning SWOT Strengths ThreatsOpportunities Weaknesses

25. 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

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

30. Communications

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

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

33. 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

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

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. Listening Skills Exercise

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

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

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