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CMI Level 7 Strategic Leadership & Management Programme

Course Overview
As delegates are likely to be CEO’s, Managing Directors and Senior Executives, attendance on the programme requires participants to be operating at the most senior level in their organisations. It is important to have the experience and prior knowledge required to get the best out of the course and the interaction with the peer group.
The programme is delivered over 6 days (usually 2 to 3 weeks apart), by tutors who are specialists in their disciplines as well as being commercially experienced.
As with all CMBD programmes, delegates have the option of completing a CMI (Chartered Management Institute) Level 7 qualification if they require. For more information on what is involved, please feel free to contact us for a more in-depth chat or in the first instance, download the CMI syllabus below.
What You Will Learn
The six subject areas covered during the course of the programme are;
Strategic leadership practice
Organisational direction
Financial management
Organisational Change
Strategic performance management
Human Resource Planning
Each of the six days provides the underpinning knowledge and resources to give the delegates a comprehensive understanding in each topic.
Delegates will find the topics covered in each session to be thought-provoking, challenging and of direct relevance to the day to day issues and challenges of being a leader and a manager at a senior and strategic level in their organisation. Inter-action with the peer group is also a valuable part of the learning journey.

Day 1 Strategic Leadership Practice (CMI Unit 7014)
This topic is about the links between strategic management and leadership, key leadership principles, theory and organisational strategy. Delegates will be able to:
Analyse the concept of managers as leaders
Analyse the concept of leaders as managers
Analyse the balance needed between the demands of strategic leadership and strategic management
Evaluate the role of the strategic leader in the creation of the organisation’s vision, mission and values, and in the communication of these to others
Analyse how personal energy, self-belief and commitment impact leadership styles and their application in the strategic environment
Discuss how ethical leadership engenders empowerment and trust, and identify its impact on organisational practice
Evaluate transformational leadership and identify its impact on organisational strategy
Evaluate transactional leadership and identify its impact on organisational strategy
Evaluate situational leadership and identify its impact on organisational strategy

Day 2 Organisational Direction (CMI Unit 7006)
This topic is about reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives. Delegates will be able to:
Identify the current strategic aims and objectives
Undertake an evaluation of the component parts of a strategic plan
Analyse the factors affecting the strategic plan
Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives
Review and assess the expectations of all stakeholders and their influence on the organisational strategy
Analyse, interpret and produce a structured evaluation of the organisational strategic position
Identify and develop a range of alternative strategic options to meet strategic aims and objectives
Determine and justify the strategic option that meets the revised strategic position

Day 3 Financial Planning (CMI Unit 7007)
This topic is about identifying, developing, agreeing and monitoring a financial plan that supports agreed strategic objectives. Delegates will be able to:
Explain how the strategy of the organisation impacts the financial plan
Identify the component parts of a financial plan
Identify issues of risk within a financial plan
Identify the level of importance of each component of the plan
Produce a financial plan
Discuss how the plan supports strategic objectives
Outline an approach to gain agreement for the financial plan
Identify an evaluation and review measure for the agreed plan

Day 4 Organisational Change
This topic is about identifying and developing change strategies to meet organisational objectives. Delegates will be able to:
Explain and use a range of organisational change models and frameworks
Develop contextual change solutions that link to organisational strategic goals
Select a change implementation model that supports positive organisational change
Understand the role of leadership in delivering effective change
Understand the impact of change on people and be able to develop strategies to minimise adverse effects
Use a coaching approach to support people to implement and embed change
Demonstrate the use of analytical tools to monitor the progress and effect of change
Evaluate the impact of change programmes on the organisation effectiveness
Present the findings of the change analysis

Day 5 Strategic Performance Management
This topic is about ensuring that the performance of the team contributes to meeting strategic objectives. Delegates will be able to:
Assess the links between team performance and strategic objectives
Evaluate tools and techniques available to set team performance targets
Assess the value of team performance tools to measure future team performance
Analyse how to determine required performance targets within teams against current performance
Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives
Relate the application of delegation, mentoring and coaching to the achievement of organisational objectives
Evaluate a team performance plan to meet organisational objectives
Assess the process for monitoring team performance and initiate changes where necessary
Evaluate team performance against the agreed objectives of the plan
Evaluate the impact of team performance in contributing to meeting strategic objectives

Day 6 Human Resource Planning
This topic is about the role of human resource planning and the links with strategic objectives. The delegates will be able to:

Assess the strategic importance of current, future and anticipated HR requirements
Analyse how HR planning impacts on the strategic plan
Evaluate the current legal requirements influencing an HR plan
Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and organisational requirements
Discuss how organisational culture affects recruitment and retention of staff
Assess work life balance issues and the changing patterns of work practices
Identify the process to be followed in a grievance situation
Describe the stages of a discipline issues that results in dismissal
Explain the role of ACAS, employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes
Who Should Attend
The programme is designed for leaders and managers who have the authority and personal inspiration to translate organisational strategy into effective operational performance. The programme requires delegates to build on their strategic management and leadership skills and to focus on the requirements of implementing the organisation’s strategy. The programme is suitable for delegates from the private, public and third sectors who have sufficient knowledge and experience of leadership and management at a strategic level.
One of the features of the CMBD Ltd Level 7 programme is meeting, working with and discussing strategic level issues with like-minded people at a senior level. The course brings together a diverse range of people from differing sectors and creates the opportunity for knowledge transfer to take place between the delegates, creating peer groups that can thrive and grow long after the finish of the formal programme.

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