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|I.D.# C0620||Printable Description|
|March 19-21, 2014 (8:30 a.m. - 4:30 p.m. ) - Troy, Michigan|
|June 30-July 2, 2014 (8:30 a.m. - 4:30 p.m. ) - Troy, Michigan|
|November 3-5, 2014 (8:30 a.m. - 4:30 p.m. ) - Troy, Michigan|
As a strategic leader, it is your responsibility to ensure that your organization is moving in the right direction. Executives and high-level managers must have the practical insight necessary to address competitive business challenges. Each segment of this three day course is designed to impart simple, but powerful lessons that will equip participants to more fully engage in strategic discussions, ask pertinent questions, facilitate critical decisions and shape high performing organizations. In addition, the course provides students with a personal leadership profile that illustrates their strengths and potential limitations. Participative exercises assist emerging executives with practical and effective methods of gaining organizational credibility and avoiding common errors in strategic leadership.
By attending this seminar, you will be able to:
- Describe the role and responsibilities of strategic leadership
- Manage the critical factors that drive the success and failure of business strategies
- Anticipate the longer term impact of strategic initiatives
- Attain credibility and support as you assume the helm of a new operation
- Avoid common errors made by leaders in transitioning to higher levels of responsibility
- Select the most effective approaches when framing strategic decisions
- Think strategically and systemically as you plan organizational change
- Influence the emergence of a more positive and functional corporate culture
- Eliminate turf battles, dropped balls and organizational duplication of effort
- Analyze and correct dysfunctional organizational dynamics
- Manage the strengths and limitations of your personal leadership style
Who Should Attend
This seminar is designed for executives, senior level managers, and engineering managers or technical specialists who are called upon to formulate or provide input into strategic decisions and business strategies.
- Introduction to Strategic Leadership
- What exactly do we mean by leadership?
- Who is and is not a leader?
- At what point do we become leaders?
- Critical elements of leadership support
- Managing versus leading - is there really a difference?
- Critical factors in assessing leadership performance
- The relationship between leadership, strategy, human behavior, decision-making and organizational systems
- Understanding the Human Dimension
- Similarities between animal behavior and human behavior
- Influence of brain structure on human behavior
- Creating long term employee motivation
- Rules of thumb for predicting human behavior in organizations
- Recognizing the symptoms of pathological leadership
- Managing and defusing dysfunctional behavior
- Assuming the Helm
- Managing the transition to a new workgroup
- Common and avoidable errors of leadership
- Developing and maintaining the support of your workgroup
- Simple, but effective steps to improve workgroup performance
- Shaping Corporate Culture
- Understanding the critical components of corporate culture
- Forming productive organizational norms
- How leaders contribute to dysfunctional cultures
- Establishing a high performance work environment
- Creating Organizations that Work
- Creating an organizational charter
- Selecting an effective management team
- Thinking systemically
- Importance of managing image and expectations
- Creating meaningful performance indicators
- Eliminating turf battles and duplication
- Limitations on the application of common systems
- Facilitating Strategic Decisions
- Critical distinctions between problems, decisions and polarities
- How to properly frame a decision
- Selecting the decision makers
- Common errors in decision making process
- Essential elements of effective decision making process
- Knowing when the decision has been made
- The Leader's Role in Creating Effective Strategies
- What exactly is a strategy?
- Why business strategies fail
- Internal and external considerations
- What constitutes effective strategy?
- Anticipating the impact of adaptive responses
- Framing strategic initiatives
- Barriers to strategy implementation
- Leading Strategic Change
- Planning a change initiative
- Critical variables in organizational change
- The leader's role in fostering change
- Anticipating and dealing with resistance
- Culture as a barrier to change
- Political Reality versus Dysfunctional Idealism
- Gaining credibility in executive circles
- Sources of leadership power
- How power is gained and lost
- The importance of building networks and relationships
- How to avoid getting derailed
- Lessons of History for Strategic Leaders
- Developing a Leadership Profile
- Charting your personal leadership profile
- Identifying your leadership assets and liabilities
- Creating a plan of action
Instructor(s): Joseph Doyle
Dr. Joseph Doyle is the principal of Strategic Insights, a Michigan-based consulting firm, specializing in executive leadership. He completed a 30-year career with General Motors Corporation, where he held a variety of management positions including: Internal Business Consultant with General Motors University, Senior Research Manager with the Corporate Organization Research and Development Activity, Manager of the Corporate Executive Development Activity, and Lead Consultant with the Corporate Strategy and Decision Support Activity. While at GM, he facilitated Global Task Teams in India, Indonesia, Thailand, England and Australia and served as the Corporate Liaison on Leadership and Strategy to the US Army War College and the National Defense University. Prior to joining General Motors, Mr. Doyle held positions with the U.S. Public Health Service, Ford Motor Company and the Management and Organization Development Department of General Motors Institute (now Kettering University). Dr. Doyle served as a teaching fellow for the Hartwick Leadership Institute and was a member of the advisory council for the Academy of Management Executive Magazine. He was a member of the Advisory Board for the Institute for Management Studies as well as member of the National Research Committee for the American Society for Training and Development. Dr. Doyle has served as an adjunct professor and lecturer at the University of Michigan Dearborn's School of Business, taught Engineering Administration at the University of Detroit's Graduate School of Engineering and Business Strategy at Oakland University's School of Business Administration. He holds a B.S. in Mathematics and Physical Science from Eastern Michigan University, a M.Ed. in Educational Evaluation and Research from Wayne State University and a Ph.D. in Organizational Behavior from the University of Michigan.
Fees: $1655.00 ; SAE Members: $1315.00 - $1485.00
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.
Testimonial"This course is a very thought provoking course that I would highly recommend to executives and managers."
"Dr. Doyle's expansive real-world experiences helped to align the course with real problems in our organization."
Robert N. Friedrichs
Honda Manufacturing of Alabama "The ability to lead and make sound business decisions requires a complexity of knowledge and skills. This course is a very good road map in negotiating a difficult highway."
Intelligent Products Systems "This was an excellent seminar at preparing engineering professionals and technical specialists for future/current leadership roles within the company/organization."
Technical Specialist - Project Leader
Honda Manufacturing of Alabama "This was an excellent course for new managers or managers who want to sharpen their focus on strategy and leadership."
Director of Engineering
Heil Environmental "Dr. Doyle has a wealth of real world knowledge and experience to share."
Team Manager/Staff Engineer
Honda of America Mfg.
To register, click Register button at the top of this page and submit the online form, or contact SAE Customer Service at 1-877-606-7323 (724/776-4970 outside the U.S. and Canada) or at CustomerService@sae.org.
For a quote on bringing this course to your company site, fill out a Corporate Learning Solutions Request Form
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