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Moving from an Operational Manager to a Strategic Leader

Seize this opportunity to anticipate, initiate and manage change.

Learn to become an innovator, a persuasive player and a champion of strategic change. This seminar gives you the right practice to close the gap between where you are now and where you want to be. You'll conduct SWOT analysis, leverage key prospects for strategic opportunities and inspire risk taking and innovation. Make your mark. This training course gives you the skills to add value to your organization and move your team forward decisively. Receive a FREE Manager's Toolkit when you register for this seminar.  Click here to learn more.

Seminar Number: 02242

4.7
(315 reviews)
  • In-Person
  • Live Online
  • At Your Company Location

Course Scheduling & Pricing

Home>Course Topic>Management and Supervisory Skills>Moving from an Operational Manager to a Strategic Leader

Who Should Attend

Managers with fewer than five years of management experience who want to move into a more strategic role.

  •   In-Person2 Day(s)
    1.2 CEU, 12 CLP, 12 PDCs, 12 PHR, 12 SPHR
  •   Live Online2 Day(s)
    1.2 CEU, 12 CLP, 12 PDCs, 12 PHR, 12 SPHR
 
 

Learn to become an innovator, a persuasive player and a champion of strategic change. This seminar gives you the right practice to close the gap between where you are now and where you want to be. You'll conduct SWOT analysis, leverage key prospects for strategic opportunities and inspire risk taking and innovation.

Make your mark. This training course gives you the skills to add value to your organization and move your team forward decisively.

Receive a FREE Manager's Toolkit when you register for this seminar. Click here to learn more.
  • Inspire and direct your team to greater readiness and competitiveness
  • Use strategic thinking to add value to your organization by understanding the needs and expectations of your customers
  • Anticipate and innovate strategies to link strategic vision to core capabilities
  • Recognize opportunities to influence and create strategic alliances
  • Use strategic thinking to identify key strengths and weaknesses in your work group
  • Encourage and support risk taking and innovation at all levels
  • Develop persuasive skills to sell your strategic ideas

Developing and Balancing Operational and Strategic Management Skills

  • Establish a working definition of operational management
  • Explore the key attributes of today’s strategic leaders

Creating a Strategic Frame of Reference

  • Understand the key components of the strategic leadership model
  • Develop a strategic leader’s approach for your own work environment

Understanding Your Current Operational Mission: Your Team, Your Customers and Your Competitors

  • Strategic thinking: moving from a limited context to a broader view
  • Understand how to apply a SWOT analysis to your team
  • Create a mission statement defining the operational reality of your work group

Developing a Strategic Vision: Moving from What Is to What If

  • How to identify priority issues to create your strategic advantage
  • Encourage innovative solutions
  • Prepare a draft of a vision statement

Making Your Vision a Reality: Influencing Key Stakeholders

  • Develop their persuasive skills
  • Explore a range of options for influencing others

Your Personal Plan: Developing and Selling Your Vision of the Future

  • Communication strategies to sell your strategic plan
  • Conduct key conversations to encourage innovation and risk taking

Special Feature

This Seminar Features Blended Learning.

AMA Blended Learning combines instructor-led training with online pre- and post-seminar assessments, tune-up courses and other resources to maximize your training goals. Through a blend of proven instructor-led seminars and powerful online technology, AMA Blended Learning provides a compelling and more comprehensive experience for the learner—producing a greater return-on-investment for the employer and the seminar participant.

Learning Objectives

  • Define Operational Management and Strategic Leadership
  • Understand the Classic Strategic Model
  • Develop a SWOT Analysis for Your Work Group
  • Create a Target for Future Success
  • Develop a Mission Statement for Your Work Group
  • Establish Linkage Between the Mission and Vision
  • Encourage Innovation in Your Team
  • Create a Strategic Approach to Your Particular Work Situation

Developing and Balancing Your Operational and Strategic
Management Skills

  • Establish a Working Definition of Operational Management
  • Explore the Key Attributes of Today’s Strategic Leaders
  • Find the Balance Between These Core Competencies
  • Reflect on Your Current Use of Operational Management and Strategic Leadership in Your Own Work Setting

Creating a Strategic Frame of Reference

  • Understand the Key Components of a Strategic Frame of Reference
  • Define Key Outputs at Each Level
  • Develop a Strategic Leader’s Approach for Your Own Work Environment

Understanding Your Current Operational Mission: Your Team, Your Customers, and Your Competitors

  • Clarify the Purpose of Your Work Group in the Context of Your Organization
  • Draft a Mission Statement Defining the Operational Reality of Your Work Group
  • Create a SWOT Analysis to Help You Understand Your Team, Your Customers, and Your Competitors

Developing a Strategic Vision: Moving from “What Is” to “What If”

  • Assess Customers’ Needs, Wants, and Expectations
  • Determine Optimal Approaches for Developing Customer Data and Input
  • Learn to Use an Importance/Performance Matrix to Set Priorities for Your Work Group
  • Understand the Power of Vision
  • Create a Linkage Between the Organizational Vision and Your Work Group’s Mission

Making Your Vision a Reality: Influencing Key Stakeholders

  • Develop Persuasive Skills to Sell Your Strategic Ideas
  • Explore a Range of Options for Influencing Others
  • Assess Your Ability to Encourage Innovation
  • Learn How to Conduct 5 Key Conversations to Encourage Innovation in Your Group

Your Personal Plan: Developing and Selling Your Vision of the Future

  • Complete a Strategic Frame of Reference for Your Department, Work Unit, or Team
  • Prepare to Communicate Their Mission and Vision Statements Strategically
  • Identify and Practice the Key Conversations You Intend to Have Upon Your Return to Work
  • Develop a Personal Plan of Action

Download Extended Seminar Outline PDF

LEARNING OBJECTIVES

  • Encourage All Managers and Employees to Think Strategically
  • Encourage All Employees to Share in Developing and Working Toward a Strategic Vision of the Future for Their Organization to Be Successful
  • Encourage Participants to Continually Ask Themselves, “What Can I Do to Contribute?” and, As a Work Group or an Organization, “Where Are We Going?”

LESSON ONE

Developing and Managing Your Operational Management and Strategic Leadership

  • Define Operational Management
  • Define Attributes of Strategic Leaders
  • Determine How to Balance Your Skills
  • Identify Your Current Skills

LESSON TWO

Creating a Strategic Frame of Reference

  • Describe the Strategic Frame of Reference
  • Define Key Outputs
  • Develop a Strategic Leader’s Approach

 Understanding Your Current Operational Mission

  • Clarify the Purpose of Your Work Group
  • Draft a Mission Statement
  • Create a SWOT Analysis

LESSON THREE

Developing a Strategic Vision: Moving from “What Is” to “What If”

  • Assess Customer Needs, Wants, and Expectations
  • Determine an Approach for Developing Customer Data
  • Use an Importance/Performance Matrix
  • Create Linkage Between the Mission and Vision
  • Describe the Power of Vision

LESSON FOUR

Making Your Vision a Reality: Influencing Innovation

  • Use Persuasive Skills
  • Describe Influencing Options
  • Assess Your Ability to Encourage Innovation
  • Conduct Five Key Conversations

Your Personal Plan

  • Complete a Strategic Frame of Reference
  • Prepare to Communicate Your Mission and Vision Statements
  • Identify and Practice a Key Conversation You Intend to Have Upon Your Return to Work
  • Consolidate Your Personal Plan of Action 

Download Extended Seminar Outline PDF

Live Online FAQs

American Management Association is accredited by the International Association for Continuing Education and Training (IACET) and is accredited to issue the IACET CEU.

HRCI. The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.

AMA is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM.

In-Person Schedule

7 Sessions Available

Live Online Schedule

10 Sessions Available

  • $2,795.00 Non Members
  • $2,495.00 AMA Members
  • $2,363.00 GSA
Date Duration State City Zip
  2024-05-02 2024-05-03 May 2, 2024 - May 3, 2024 2 Days NY New York 10019 New York Register Now

  2024-06-17 2024-06-18 Jun 17, 2024 - Jun 18, 2024 2 Days TX Houston 77001 Houston Register Now

  2024-07-15 2024-07-16 Jul 15, 2024 - Jul 16, 2024 2 Days GA Atlanta 30309-7705 Atlanta Register Now

  2024-08-01 2024-08-02 Aug 1, 2024 - Aug 2, 2024 2 Days NY New York 10019 New York Register Now

  2024-09-23 2024-09-24 Sep 23, 2024 - Sep 24, 2024 2 Days TX Dallas 75001 Dallas Register Now

  2024-10-22 2024-10-23 Oct 22, 2024 - Oct 23, 2024 2 Days DC Arlington/Washington 22202-4807 Arlington/Washington Register Now

  2024-12-09 2024-12-10 Dec 9, 2024 - Dec 10, 2024 2 Days NY New York 10019 New York Register Now

2795.00 $
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