Managing & Leading in Challenging Times

Practical tools and strategies for surviving and thriving in a tough economic environment

Course Overview

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This course can also be delivered in-house and tailored to meet the specific needs of your organisation. Click here for more information.

This one of a kind course has been specifically designed to help managers and leaders navigate their business and their people through this maelstrom. During this intensive course you will:

Identify the qualities for leading in tough times to keep people motivated, confi dent and high performing

Project confidence and engage people with your vision and survival strategy

Examine how best to communicate sensitive information and ensure your style is authentic and open

Manage pressure and keep physically and mentally energised and positive

Learn how to make informed decisions and fi nd the best solutions for the challenges faced

Explore strategies to encourage creativity and innovation to fi nd new sources of income and cost saving

Booking Information

To have a customised version of this course delivered In-House please call Tom Gooderham on +44 (0)20 7017 7195.

This course will be held on the above listed dates in central London. For more information about venue please click here.

Programme Details

PLANNING YOUR STRATEGY

In depth analysis of challenges
Economic impact on your business
What needs to be done and prioritising
Generating income and cutting costs
Assessing the non-essential cost

- the Customer Value Model

Outsourcing, partnerships and alliances
Downsizing
Developing a new vision based on new economic conditions
Managing people and handling fear and uncertainty

INJECTING INNOVATION AND CREATIVITY

Innovate your way out of crisis
Generating ideas – activating creativity for new products and new revenue sources
Harnessing the ideas of the team
Techniques for igniting innovation
Using pressure positively to engage hearts and minds
Managing challenges and dealing with problems
Using online networking tools

THE IMPORTANCE OF EFFECTIVE COMMUNICATION

What is the message you need to communicate?
Planning communication
Getting the story straight
Delivering emotive news
Being open, honest and sincere
Processing the information needed

DYNAMIC SELF MANAGEMENT

Planning time for your people
Working smart
Managing the pressure and your own anxiety
Developing your own survival plan
Managing emotions
Feeling positive

THE KEYS TO GREAT LEADERSHIP

Leadership style options
Involving everyone
Make everyone a marketer
Keeping people feeling good and confi dent
Involving the team
Help people feel secure
Creating stability in a crisis

MANAGING THE PEOPLE ISSUES

Managing performance and keeping productivity at optimum levels
Managing diffi cult people and dealing with emotion and negativity
Managing redundancy and outplacement
Keeping the atmosphere enjoyable
Handling politics
Managing people through change and adversity

POWERING UP YOUR PRESENTATION

The importance of confi dent delivery
Planning the messages
Structure of the presentation and developing key themes
Delivery style

PRACTICAL DECISION MAKING AND PROBLEM SOLVING

The Kepner Fourie 'thinking' processes for solving complex problems
Using divergent and convergent thinking
Identifying the problem
How to gather the information needed
How to analyse the information
Make a conclusion

TALENT MANAGEMENT STRATEGIES

Attraction Strategy – you USPs (unique sales proposition)
Effective selection & recruitment processes
Retention & development – a holistic approach
How to develop an integrated talent management process
Retention & development of high performers
Strategies to keep the best people on board
Succession planning
Dealing with losing key people

Course Leader

As an Executive at Tesco, Jim was involved in the rapid development & transformation of the retail operation taking it from a “pile it high & sell it cheap” approach to what is now an international grocery and general merchandising retail chain. He was also part of a small founding team of the UK based consultancy Franklin Covey in 1990, which grew rapidly under their direction and was self funding after 7 months. Jim Hetherton personally achieved all new business sales for the fi rst 2½years. One of the slogans that Jim used during these challenging times with his team was “Recession, we decided not to participate”, as Jim’s paradigm is “positive mindset” is everything. As a consultant, he has worked on self management , change and leadership programmes with a wide range of companies including; Amway, Barclays, BP, General Electric, HBOS, Jaguar Cars, Kimberly Clark, KPMG, Lloyds TSB, Merrill Lynch, Norwich Union, RBS, SITA, Vodafone, Jaguar Cars, Volvo and many others.