Young Leader Program
Everything about the principles of successful management. The successful course of study since 1985. 5 + 4 + 4 days.
STRUCTURE OF THE PROGRAM
This is a 3-part management program for young managers. future leaders and junior staff. This includes key personnel within departments, teams, projects or service centers. This program deals with the basics of result-oriented management. It focuses on those management achievements by younger managers that make a major contribution to the overall success of a company.
Companies and institutions are divided into organizational units, divisions, departments and profit centers or processes. The men and women who lead these – usually second or third level from the top in a company's hierarchy – are the driving force behind success. They are supported by junior staff, which they are expected to develop and encourage. The decisions they make are an integral part of the direction the company is on, its guidelines, requirements and corporate objectives. What remains, however, is plenty of room to maneuver that can be used to achieve excellent results. For this you have to effectively manage your area of responsibility, but also practice a holistic, results-oriented collaboration with other areas and departments. This latter factor especially is an asset that needs to be developed. Those men and women, therefore, who lead a company division or a large department, who require comprehensive knowledge and skills like
- knowledge of corporate management, strategy, marketing, finance and leadership
- managing employers and teams
WHO SHOULD PARTICIPATE
- Young managers working for major companies
- Directors of profit centers or business units
- Managers and specialists
- Key players in projects, staff, service centers, in cross-divisional and support functions
WHO BENEFITS FROM THIS PROGRAM
In this program you'll learn the principles of successful management. Based on the St.Gallen Management Approach, it adds the latest insights about management as central theme for effective corporate leadership. We attach special importance on practical relevance and transfer of learning. Besides professional skills and the right way of applying management methods, good managers are characterized by high social competence. The participants in our program learn about their strengths as a management personality. They learn how to apply these strengths in the right way.
PART 1: HOLISTIC MANAGEMENT
The St.Gallen Management Approach
- The St.Gallen Management Approach – from model to practical application
- Holistic thinking as a source of sustainable company success
Holistic Management of Business Divisions
- Leading a division, but with an eye on the whole
- Meeting short-term objectives and investing in the future at the same time
New Strategic Management
- Strategic thinking in a turbulent business environment
- Structure and content of a divisional and profit-center strategy
- Doing a strategic analysis for your area of responsibility
- Using strategic latitude
- For new marketing «Anything that communicates, can be sold»
- Anyone who communicates externally is relevant to marketing
- How do you organize this new marketing?
TOPICS COVERED BY PART 2:
Leadership and Managing Employees
- Which management style, under which conditions, bring the best results?
- How can optimal employee performance with high levels of employee satisfaction be achieved?
Behavioral Patterns in the Management Process
Every executive conducts him or herself according to an individual behavioral pattern. This is recognized by employees and is used as a guideline when dealing with their boss on a daily basis. Our lecturers demonstrate the typical behavioral patterns in the management process.
Strengths in Management Conduct
Building on this, most people are able to recognize their own personal strengths in management conduct. Also their own weaknesses. In the program, we concentrate on your strengths. This is because changing the way you conduct yourself is a very long process, and it's more worthwhile to start by building on your strengths and enhancing them.
Applying your Strengths
Once you've identified your own strengths, you have to ask whether you can consciously apply them at work. We will train you using typical situations from the business world and show you how to consciously apply your personal strengths.
Personal Social Competence
Personal social competence should continue to grow as you become more experienced and take on more responsibility. We will show you the different forms social competence takes and how to optimize potential here.
TOPICS COVERED BY PART 3:
- Financial success can be controlled within just a few parameters
- Where is room for maneuvering, if I want to contribute to my company's financial success?
- Planning, budgeting and controlling of profit-center results
- Measures that will improve results
Planning and Budgeting
- Ambitious planning and budgeting
- How to deal with instability and uncertainty
- Adapting to factors causing fluctuations in the business environment
- Constants in planning in an "unplanable" world
- Is realizing this investment worth it?
- Are investments in innovation profitable?
- Make or buy – what should my company make itself, what should others make?
- Outsourcing or insourcing
- Calculating the financial requirements of new strategies and concepts
- Cash-flow calculations, capital requirements and sources of funding
- The best forms of financing
- Minimizing capital costs
- Calculating liquidity
- Constantly ensuring liquidity
- How to bridge liquidity shortages
Achieving Objectives for Profit and Return on Investment
- Setting ambitious profit and return on investment objectives
- Measures and effective mechanisms of profit management
- Achieving objectives for profit, cash-flow, return on investment and profit margin
Are Costs under Control?
- The desired cost position
- Planning and controlling costs
- Managing the break-even point
- Consciously shaping fixed costs
- Making costs variable and flexible
When you promote men and women of your staff, it will help if you approve their participation in our junior program first. In a briefing, you tell us what exactly your employee needs to develop. We meet with the participant and give you feedback about this. We then give you a promotion proposal and the St. Gallen talent-promotion tool for implementing your own talent management. [more...]