Director’s Role in Leading the Organisation

Date: 29 February & 1 March 2012 Trainer: Ruth Gillespie
Location: CIIM Building, Nicosia

The aim of this seminar is practical in its approach into leading people through strategy implementation in organisations. Participants will get to explore the dilemmas faced by directors today including ethics, corporate responsibility and talent management. One will gain the opportunity to assess different leadership and decision making techniques, ways of handling resistance to change and how all these could be applied in your own organization. This course will teach one how to establish an environment in which ideas can be generated, encourage creativity and exploit new knowledge.

Instructional Objectives

Create a culture which engages others constructively in the organisation in order to achieve the strategic objectives which add value to the company and to its customers
Understand what is actually needed to deliver a successful strategy in terms of decision making, alignment of resources and people development
Develop effective methods for implementing strategies or strategic change as an individual leader and as a member of an executive team
Align performance monitoring with the need to remain innovative as a means of driving continuous improvement and keeping key stakeholders engaged in taking the organisation forward

Participant Profile

The programme is ideal for directors, senior executives, entrepreneurs, owner managers drawn from private or public sector, family businesses, non-profit organisations through to multi-nationals

Teaching Method

Tutor lead presentations
Exercises on individual basis
Group exercises, exploring answers to questions posed by tutor
Group discussions around case studies and participant’s experiences

Trainer: Ruth Gillespie
Ruth Gillespie has twelve years’ experience as a Management Consultant, specialising in career development, training and coaching of Directors, and working as a board facilitator, helping companies agree core values from which observable leadership behaviours could be identified. She has helped individual executives deal with personal feedback or handle sensitive HR issues. Before becoming a consultant, Ruth spent eight years as Director of Human Resources on the Board of Reed Business Information (RBI), part of the Reed Elsevier publishing group, where she developed an HR Strategy for the company and handled the people implications of frequent acquisitions and divestments. Supported by Templeton College, Oxford University, Ruth developed Reed Elsevier’s Executive Development Programme, bringing together high potential senior managers from the eleven businesses worldwide to consider global opportunities and encourage cross company collaboration. Prior to this, Ruth spent seventeen years in HR roles in British Airways, latterly as Head of Management Development, working with the Board on internal talent spotting, executive development and succession planning.

Timetable

Day 1
08:30	09:00		Introduction
09:00	10:00		Section One - Strategic Direction Setting objectives to ensure the delivery of the strategic plans, understanding different types of organisational cultures, and what creates and maintains them
10:00	10:15		Break
10:15	11:15		Section One - Strategic Direction (Continued) Setting objectives to ensure the delivery of the strategic plans, understanding different types of organisational cultures, and what creates and maintains them
11:15	12:45		Section One - Organisational Culture Creating a learning culture. Exploring the links between organisational culture and employee values and personal goals to create a climate of employee engagement. Defining the organisation’s ethical code and being able to handle ethical dilemmas in the context of the organisation’s culture and values. Understanding the essentials of Corporate Responsibility.
12:45		13:45	Lunch
13:45		15:15	Section Two – Implementing Strategy Reviewing capability of the organisation to deliver the strategic objectives. Appreciating the link between strategy implementation and organisational design and structure. Knowing how to make well considered and effective decisions using appropriate approaches in different situations and contexts Implementing strategy through partnerships, alliances or subcontracting to generate the resources required, recognising the implications for the company and the leadership challenges which this creates. Recognising and avoiding the factors which cause acquisitions or mergers to fail
15:15		15:30	Break
15:30		17:00	Section Two – Capability and Talent Developing a succession pool of talented individuals to maintain and grow organisational capability for future success. Introducing reward strategies to incentivise strong performance outputs and appropriate workplace behaviour. Promoting equality and diversity of opportunity throughout the organisation, including in the boardroom and ensuring that mandatory employee procedures comply with the relevant legislation

Day 2
08:30	10:00		Section Three - Collective Leadership Recognising and encouraging the features of high performing boards. Identifying individual leadership styles and recognising the effectiveness of each in different situations.
10:00	10:15		Break
10:15	11:45		Section Three - Individual Leadership Handling tensions and dysfunctions around the board table and recognising the sources of personal power. Appreciating the director’s role as a leader of strategic change, understanding the range of internal and external change triggers and responding to them in a timely manner. Overcoming resistance to change by securing commitment and engagement. Assessing risk and recognising the danger signs by asking challenging questions when others appear to be agreeing blindly
11:45	12:30		Section Four - Performance Measurement Identifying the meaningful, information key indicators and measurement techniques which allow the directors to judge and evaluate the organisation’s performance.
12:30		13:30	Lunch
13:30		14:15	Section Four - Performance Measurement (Continued) Creating an organisational culture in which creativity and innovation, flourish and where ideas are able to grow into successful outcomes.
14:15		15:15	Section Four - Stakeholder Engagement Identifying the roles of the various stakeholders and appreciating the influence which they have on the organisation.
15:15		15:30	Break
15:30		16:00	Section Four - Stakeholder Engagement Recognising the importance of involving the stakeholders constructively, engaging them in dialogue to participate in moving the business forward
16:00		17:00	Back to work- Action Planning Course Summary

Fees and General Information

In order for you to complete your Certificate in Company Direction Programme you will need to take your Examination. Please note that the examination date is the 20th June 2012. The examination will be conducted on-line.

Fees

The IoD Company Direction Certification Programme fees are €4,600.

No VAT is charged due to CIIM’s VAT exemption status.

Fees include tuition materials, refreshments and executive lunches.

No VAT is charged due to CIIM’s VAT exemption status. Fees include tuition materials, refreshments and executive lunches.
The balance of the fees is payable upon enrollment. For cancellations less than 2 weeks prior to the commencement of the course the cancellation fee is €600.

Examination Fee:
This is paid direct to the IoD when registering for the examination. Full details will be given to delegates during the programme.
• Certificate Examination: £310 +VAT

Registration

For further information concerning the IoD programme please contact the Executive Education Team at CIIM.
Tel: 22462246
Email: execedu@ciim.ac.cy

CIIM Business School

Director’s Role in Leading the Organisation

Executive Education