46 Business Leadership courses in Birmingham

You can handle the tough stuff with the help of this comprehensive, interactive and thought-provoking course. Our trainers are experienced managers who will guide and support you through the intricacies of people and personal management. The key responsibilities of the manager A manager’s impact on the business and its staff Being a role model Communicating with confidence Questioning skills Managing hybrid teams Assertiveness techniques Managing team performance with ease Giving great feedback Prioritising like a winner Time management techniques Delegating effectively

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Being a Mentor in the Early Years

When managers have too many decisions to make, it can have a serious impact on the speed and efficiency of the organisation. When those decisions are commercial ones, the results can wreak havoc with the bottom line. Often the problem arises when those below them or in operational areas of the organisation aren't equipped or allowed to make a decision for themselves. Issues get passed back up and that wastes time. This programme provides a solution, giving your entire team the skills to: And most importantly, they'll be able to do this in line with the broader aims and commercial objectives of the business. By the end of the programme participants will be able to: * Fully appreciate the importance of effective decision-making in business * Use the five-step 'Stop, Think, Act!' decision-making process * Stop leaping to conclusions * Really understand the situations and decisions they are dealing with * Identify good options * Evaluate those options * Make decisions and then put them into action * Apply these tools and techniques to all their decisions in future 1 UNDERSTANDING THE BUSINESS WE WORK IN * What are the critical factors in our business? * What is the SWOT analysis for our business? 2 UNDERSTANDING WHAT DECISION-MAKING IS 3 BACKGROUND * Culture of 'having to be doing' * To change things we have to think about it! * We are paid to make decisions! 4 RECOGNISE THE OPPORTUNITY TO MAKE A DECISION 5 THE 'STOP, THINK, ACT!' TECHNIQUE 6 STOP! * Recognise the opportunity to make a decision * Don't leap to conclusions * Get ready to think * Initial questions: * Is this my decision? (Do I have the authority?) * Who is this going to affect? (Do they need to be included?) * When do I need to make the decision? (What's the timeline?) 7 THINK! * The 3 Cs - making sure we understand the decisions we have to make * What is the context of this decision? * What is the overall situation? * Why is this decision important? * What do we need to achieve? * What will success look like? * Do I have clarity about the decision I need to make? * Can I write it down? * Can I express it clearly in two sentences? * What are the criteria? * What are the critical commercial factors that we will use to select our options? * What will we use to measure the business success? 8 ACT! * Identifying options * What data do I need to collect? * Issues with today's overload * Identifying what will help you * Select options * How many options? * Must match your criteria * Must achieve success * 'Decision compass' exercise * Analyse options * Tabular method * Risk analysis (likelihood v effect) * Head, heart and gut (is there any organisational history/bias that we are up against?) * Making your decision * Taking it to action * First actions * Planning how to make it happen

The need for key staff to have commercial skills is paramount, as the public sector is increasingly opened up as a commercial market, in which organisations compete against each other and the private sector for contracts. Generating additional income and being commercially aware is vital for this to be a success, and is what many public sector organisations are looking to do. This programme will help you: * See commercial awareness as not just another skill-set, but as a different mind-set * Use a variety of tried-and-tested commercial, analytical decision-making techniques and tools * Define your commercial objectives * Develop a strategic focus * Start looking at service clients as market segments * Analyse, in a competitive context, your service offering * Plan a commercial strategy, prepare for its implementation and see it through to execution 1 WHAT IS COMMERCIAL THINKING? * Understand what it means to be a commercial thinker * Identifying commercial opportunities often involves not only a different skill set but also a different mindset; looking at the services that you provide 2 DEFINING STRATEGIC COMMERCIAL OBJECTIVES * Defining your key commercial objectives * Prioritising your strategic objectives * Two key strategic planning tools: * Resource and Competency Matrix * PESTLE * How to apply these tools to your particular situation 3 DEVELOPING A STRATEGIC FOCUS * Decision-making on how to compete in the markets identified by your strategic objectives requires a strategic focus * Developing strategic focus * A tool for helping you to make those decisions: using the Ansoff Matrix 4 DEFINING CUSTOMER TARGETS * How to think more commercially by understanding who all your customers are and how they differ from each other * how to apply the principles to your areas to identify the type of customers you have and their key characteristics - Customer segmentation * Who are your customers? How do their needs vary? - Scenarios 5 THE COMPETITIVE MARKET PLACE * Understanding the competitive forces at play * Different types of competition * Analysing your competitive environment using Porter's 5 Forces model 6 MEETING STAKEHOLDER EXPECTATIONS * Two simple models to help you identify the key stakeholders who could influence your commercial environment * How to use your stakeholders to help you achieve your commercial objectives 7 IMPLEMENTATION - SYSTEMS, STRUCTURES AND PROCESSES * Effective commercial activity involves working with others to implement ideas and strategies * What do you need to have in place before you implement your commercial strategy? * How to health-check your organisation prior to implementation using the McKinsey 7S framework 8 IMPLEMENTATION - PEOPLE AND CULTURE * A good commercial strategy only works if the people involved buy in to the ideas and if the culture of the organisation is conducive to the effective implementation * How the latest thinking in behavioural economics can help you develop your culture and people to work commercially 9 TOOLS AND CHECKLISTS * Be more commercial within your sphere of influence using a commercial checklist to help you * Using the checklist as a benchmark against the most commercially aware organisations * Using the checklist as a health check - both corporately and individually

This programme provides an intensive, two-day overview of the key elements of operations management, including an array of practical tips and tools to help managers be more proactive and effective in the operations management environment - whether that's in an industrial manufacturing context or in operational leadership in the service sectors. At the end of the programme, participants will: * Understand the 6Cs approach to operations management * Be able to apply a range of practical tools and techniques to improve their personal effectiveness towards being a more effective operations manager * Be able to prepare an action plan for the critical first (or next) 100 days in their operational leadership role 1 INTRODUCTION * What is Operations Management and where does it fit in? * What makes a successful Operations Manager? * Introducing the 6Cs of Operations Management 2 CONTEXT * Link to business strategy * Making a year plan * Performance measurement 3 CONTROLS * Governance * Reputational controls * Costs and budgets * Quality * Operational 4 CUSTOMERS * Internal * External * Stakeholder management 5 COMMUNICATION * Planning * Meetings * Reporting * Emails * Notices * Networking * Walking the talk 6 CARE * People * Safety, Health, Environment & Security * Assets 7 CONTINUOUS IMPROVEMENT * Process * Product * Proactivity * Link to KPIs and Year Plan 8 PUTTING IT ALL TOGETHER * Action planning for the first (or next) 100 days * Conclusions