SMART MANAGER (Ten3 SMART Learning Course)

SMART Manager

1. Management by Leadership

Shift from Management to Leadership

New Economy: Key Features

New vs. Traditional Management Model

Managerial Leadership: the Two Roles

Effective Leader: Attributes x Results

The Tao of Managerial Leadership

Volatility Leadership: 10 Best Practices

Change Management: 6 Steps

Leading Change: 8 Stages

Management by Consciousness

Management by Leadership: 25 Lessons from Jack Welch

2. Developing Corporate Growth Strategies

Two Corporate Strategy Logics: Strategy Pyramid vs. Strategy Stretch

Sustainable Growth Strategies

The Tao of Effective Management

Sustainable Competitive Advantage

Competitive Strategies

Process Management: Shift from Functional to Cross-functional Model

Value Chain Management

80/20 Strategic Thinking

Lean Production: 10 Commandments of Improvement

Service-Profit Chain

Customer-focused Strategies

Management by Objectives (MBO)

SMART Goals

Building Successful Business: 10 Rules from Sam Walt

3. Leading Innovation

Innovation – the Key to Success and Survival

Innovation vs. Operations Management

Systemic Innovation: 7 Areas

Innovation-friendly Organization

Project Management: Two Approaches

Corporate vs. Venture Management

The Wheel of Knowledge Management: 5 Sectors

4. Building a Growth Culture

New Company-Employee Partnership

Adaptive vs. Unadaptive Organization

Strategies for Building a Growth Culture

Building Entrepreneurial Organization

The Tao of Leveraging Diversity

Leveraging the Power of Critical Opposites: 10-step Strategy

Employee Performance Management

5. Employee Empowerment

Employee Empowerment: Three Levels

Team Building: a Dream Team

Employee Motivation

Three Manager’s Skill Sets: Manager – Leader – Coach

Welch’s 4Es of Leadership

Energizing Employees

Inspiring People

Employee Performance Management: Holistic Approach

Coaching in the Workplace

Selecting Appropriate Coaching Style: Skill-Will Matrix

Instant Payoff Coaching

For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees.

Vision

Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

Mission Statement

A mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities

Setting Goals

The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning.

Strategic Intent

A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities.