Strategic planning and creative leadership

Introduction

    The importance of training courses is not only limited to professional life, as most of us think but training courses aim to transfer knowledge and practical experiences that enrich the skills of individuals and enhance their self-confidence, which contributes to the preparation of cadres which in turn contributes to the development and progress of institutions. Therefore, Strategic Vision Training Center aims to enhance the skills and experiences of individuals through the strongest training programs to keep pace with every development in the labor market.
 

Objectives

• • Applying the steps and stages of strategic management at the institution or department level
• • Analyze the organization’s environment and formulate appropriate strategies to exploit available opportunities and confront challenges
• • Formulating strategic objectives and identifying and exploiting institutional success factors (CSF).
• • Formulate, manage and monitor KPI's, and use the Balanced Scorecard (BSC) methodology
• • Dealing effectively and efficiently with potential problems before and during strategy implementation
• • Developing their skills and abilities in strategic thinking and formulating vision and strategic goals
• • Converting vision and goals into operational plans
• • More effective, efficient and flexible dealing with internal and external variables in the organization
• • Higher ability to lead development initiatives and strategic and operational change for the better
• • Work with higher motivation in light of a clear strategic plan, steps and goals
• • Make your own leadership mark
• • Doing creative ways and benefiting from the creativity of others
• • Communicating with others and knowing the limits of their capabilities
• • Linking creativity to institutional performance
• • The ability of leaders at all levels to develop and communicate their vision
• • Leaders motivate their team members
• • Focus on long-term goals and customer needs
• • Increase effectiveness and measure personal performance indicators
• • Leaders focus on actions and results more than theory

Who should attend?

• • Senior administrative professionals
• • Team leaders and supervisors
• • All professionals responsible for driving company growth by creating new ideas and models. Otherwise, you may become stuck in your 'logical' career journey and look for opportunity beyond its limits
• • Anyone who wants to formulate an innovative approach to communication
• • HR and training managers who are looking for critical ideas and tools that can be used to harness the creativity of others within their organization

Course content:

• Practical applied approach to management and strategic planning
• • The nature of management and strategic planning
• • The importance of management and strategic planning
• • The practical application stages of strategic management
• • Strategic management in public, governmental and non-profit institutions
• • Analysis of the organization’s internal and external environment (tools and methods)
• • Stakeholder Mapping and Analysis
• Strategy formulation
• • Formulating the vision and mission
• • Agreeing on common values
• • Reaching strategic goals
• • Identify CSF key success factors
• • Formulate and use KPI's
• • Design and use of balanced scorecards (BSC).
• Implementing the strategy and strategically dealing with challenges
• • Methods of transitioning from strategic planning to operational planning
• • The stages and practical steps of institutional strategic change
• • Leading the human side of institutional change
• • Dealing with problems before and during strategy implementation
• • Find the root cause of the problem
• • The art of exploiting challenges and turning problems into opportunities
•   Strategic self-leadership
• • What is strategic leadership and the characteristics of a strategic leader
• • Sources of the strategic leader’s power and influence
• • Impact Ceil Law and the impact of effective leadership on the success of the strategy
• • The modern model of the effective strategic leader
• • Leader tools for dealing with team performance problems
• • Situational leadership for strategic institutional excellence
•   Strategic leader tools
• • Benchmarking tools and steps
• • Tools for sharing, communicating and communicating the strategy to main stakeholders
• • The foundations of the proper selection of individuals responsible for implementing the strategy
• • Delegation and empowerment to implement the strategy
• • Why delegation sometimes fails
• • Practical steps for effective delegation for excellence
• Solve problems in creative ways
• • Effective leadership
• • The difference between leadership and management
• • The difference between creativity and innovation
• • Sources of creativity
• • Different ways to solve problems
• • Methods, methods and types of thinking
• Overcoming obstacles to creativity
• • Continuous Improvement
• • Self-awareness
• • Drawing personal goals
• • Adopting creativity as a style
• • Anticipating risks
• Developing the vision in creative ways
• • The seven thinking hats
• • Using different thinking styles
• • Johari windows
• • Leveraging the strength of the team
• • The impact of the organization’s environment on creativity
• • Dealing with people’s different ideas
• Communicating the vision in a creative way
• • The concept of effective communication
• • Communication process - ABX model
• • Stages and types of the communication process
• • Patterns of communication networks
• • Methods of dealing face to face
• • body language
• From idea to application - creative change
• • Overcoming obstacles to institutional change
• • How to create a change management methodology
• • Is the physical aspect motivating?
• • Personal styles
• • Involving those interested in creativity
• • Motivate and influence through change