Introduction

Successful leaders must be able to think strategically, make informed decisions, influence stakeholders, and navigate conflict in increasingly complex business environments. While strategic planning provides direction and purpose, effective implementation depends on the ability to negotiate, build consensus, and manage competing interests across diverse stakeholder groups.

The Strategic Leader training course combines three essential leadership disciplines: strategic planning, negotiation, and conflict management. Participants learn how to analyse business environments, formulate strategic choices, translate plans into action, and develop the interpersonal skills required to influence outcomes and resolve disputes effectively.

Through a blend of strategic frameworks, practical negotiation techniques, and conflict management methodologies, this training course enables professionals to strengthen their leadership impact, improve organisational performance, and create sustainable value in both internal and external business relationships.

Key focus areas include:

Key Learning Outcomes

At the end of this The Strategic Leader training course, participants will be able to:

Training Methodology

This training course uses an interactive and application-focused approach that combines expert facilitation, case studies, group discussions, negotiation simulations, role-play exercises, self-assessments, and practical workshops. Participants apply strategic planning tools, negotiation frameworks, and conflict management techniques to realistic business scenarios, ensuring immediate workplace relevance and practical skill development.

The Strategic Leader

Who Should Attend?

This The Strategic Leader training course is designed for:

  • Senior Managers and Management Teams
  • Team Leaders and Supervisors
  • Business Professionals across all sectors
  • Strategic Planning and Business Development Professionals
  • Administrators involved in decision-making and stakeholder management
  • Professionals seeking to strengthen negotiation and conflict management capabilities
  • Individuals preparing for greater strategic leadership responsibilities

Course Outline

Module I: Strategy & Strategic Planning

Day 1
Strategic Thinking and External Analysis
  • Definitions of strategy and strategic planning
  • Why are strategy and strategic planning important
  • Understanding the main frameworks for strategic analysis
  • Private and public sector strategies – Similarities and Differences
  • External analysis - Understanding and Analysing Business Attractiveness
  • Analysing customers and benchmarking your own strategic position
  • How attractive is the game that we have chosen to play
Day 2
Internal Analysis and Fusion into Strategic Choice
  • The interface and balance of external and internal analysis
  • Internal analysis: Financial
  • Internal analysis: Non-financial
  • The concept and practicalities of the “balanced scorecard”
  • Diagnosing and analysing strategic problems and opportunities
  • Fusion of analysis into strategic choices - SWOT and the Strategy Matrix
  • How well are we playing the game that we have chosen to play
Day 3
Strategic Plans and the Relevance of Alliances and Joint Ventures
  • Review of the tools used so far
  • The content of a strategy: Avoiding “Paralysis by Analysis”
  • Putting a strategic plan together – the 5-page framework
  • Strategies for alliances and joint ventures
  • Management of alliances and joint ventures
Day 4
Global Strategy, Team Building and the Management of Internal Communication
  • The essence of globalisation and global strategy
  • Globalisation – The Strategic Dimension
  • Globalisation – The Organisational Dimension
  • Globalisation – The Human Dimension
  • How to build and manage a strategic planning team
  • Communicating strategy through the organisation
  • Gaining your team’s commitment and buy-in to the strategy
Day 5
Strategic Implementation and Getting the Value out of Strategy
  • Alignment of strategy, culture, structure and people
  • Effective execution - Converting Strategic Analysis and Planning into Action
  • Aligning and linking strategy with operational objectives
  • Implementation – Getting Practical Things Done
  • Creating tomorrow’s organisation out of today’s organisation
  • Strategic planning at a personal level
  • Overview: The complete strategy process
  • Summary and conclusions - The Corporate And Individual Value Of Strategic Planning

Module II: Negotiation and Conflict Management in Organisations

Day 6
Breaking Down the Negotiation Process
  • The Fundamental Requirements of Negotiation
  • Power Dispersal and the Development of Negotiation Theory
  • Causes of Organisational Conflict
  • Conflict Escalation and Steps to Prevent It
  • Managing Conflict – The Five Primary Strategies
  • The Dichotomy of Negotiation – Competing and Cooperating
  • Gaining Personal Insight - Negotiation Style Assessment
  • Negotiation as a Mixed Motive Process
Day 7
Implementing Practical Negotiation Strategies
  • Effective Practical Negotiation Strategies
  • Competitive Value Claiming Negotiation Strategies – Cutting the Pie
  • BATNA, Reserve Point, Target Point
  • Opening Offers, Anchors, Concessions
  • Cooperative Value Creating Negotiation Strategies – Baking a Bigger Pie
  • Identify Interests, Information, Diagnostic Questions & Unbundling Issues
  • Package Deals, Multiple Offers and Post-settlement Settlements
  • Categorising Negotiation Outcomes
Day 8
Preparation Templates, Sources of Power & Key Mediation Techniques
  • Preparation Template - Planning to Negotiate
  • Internal & External Preparation, Synthesis and Situation Assessment
  • Identifying and Leveraging Negotiating Power
  • Mediation in Context – Negotiation, Mediation, Arbitration and Litigation
  • Mediation as a Facilitated Negotiation
  • Practical Mediation Techniques to Resolve Disputes
  • Dealing with Confrontational Negotiators
Day 9
Communicating to Maximise Negotiation Effectiveness
  • Communication Style – Packaging Information for Maximum Influence
  • Active Listening Skills in Negotiation
  • Communicating through Body Language
  • Interpreting Body Language and Nonverbal Behaviour
  • Communicating within Negotiation Teams
  • Improving Negotiation Team Performance
  • Ethics and Negotiation
Day 10
International and Cross Cultural Complexities
  • What is culture and how does it affect negotiating norms?
  • Hofstede’s Cultural Dimensions
  • Advice for Cross Cultural Negotiations
  • Unique Features of International Agreements
  • Building a Deal – What to Remember?
  • Applying Learning to a Range of Organisational Situations
  • Summary – Building a Better Negotiating Organisation

International Standards & Professional Alignment

Our training courses are aligned with internationally recognised professional standards and frameworks across leadership, strategy, finance, governance, risk, compliance, and audit. By integrating globally trusted models, we ensure learners develop practical, relevant, and industry-recognised capabilities.

Our trainings draw on leading international standards and professional frameworks, including ISO, ISACA, COSO, OECD, IIA, FATF, Basel, IFRS/ISSB, GRI, NIST, CPD, ILM and the OECD AI Principles. This alignment ensures consistency with global best practices across financial management, risk oversight, digital governance, sustainability, and strategic decision-making..

Designed in alignment with globally recognised professional bodies, our courses support continuous professional development, strengthen organisational capability, and provide clear pathways toward professional certifications valued worldwide.

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