As a strategic leader, it is your responsibility to ensure that your organization is moving in the right direction. Executives and high-level managers must have the practical insight necessary to address competitive business challenges. Participants will gain simple, but powerful lessons to more fully engage in strategic discussions, ask pertinent questions, facilitate critical decisions and shape high performing organizations. In addition, the course provides participants with a personal leadership profile that illustrates their strengths and potential limitations. Participative exercises assist emerging executives with practical and effective methods of gaining organizational credibility and avoiding common errors in strategic leadership.
- Describe the role and responsibilities of strategic leadership
- Manage the critical factors that drive the success and failure of business strategies
- Anticipate the longer term impact of strategic initiatives
- Attain credibility and support as participants assume the helm of a new operation
- Avoid common errors made by leaders in transitioning to higher levels of responsibility
- Select the most effective approaches when framing strategic decisions
- Think strategically and systemically as participants plan organizational change
- Influence the emergence of a more positive and functional corporate culture
- Eliminate turf battles, dropped balls and organizational duplication of effort
- Analyze and correct dysfunctional organizational dynamics
- Manage the strengths and limitations of your personal leadership style
Joseph Doyle is the principal of Strategic Insights, Inc., a Michigan-based consulting firm, specializing in executive leadership. Mr. Doyle completed a 30-year career with General Motors Corporation, where he served in positions such as: Manager of the Corporate Executive Development Activity, Senior Research Manager with the Corporate Organization Research and Development Staff, Internal Business Consultant with GM University, and Lead Consultant with the Corporate Strategy and Knowledge Development Staff. Prior to joining GM, Mr. Doyle held positions with the U.S. Public Health Service, Ford Motor Company and the Management and Organization Development Department of General Motors Institute (now Kettering University), where he administered Technical Staff Management Programs and taught problem solving and decision making.
During his time with General Motors, Mr. Doyle assisted Divisions and Staffs in the development of business strategy, facilitation of complex decisions, team facilitation and executive coaching. He directed the two-year GM/UAW California Project, was lead consultant in the consolidation of the Flint V-8 Engine and Romulus Engine Plants and lead consultant for the GM/Boeing Software Vehicle Joint Venture. He established GM's Executive Development Curriculum and managed Global Task Teams in India, Indonesia, Thailand, England, and Australia. He also served as the Corporate Liaison on Leadership and Strategy to the U.S. Army War College and the National Defense University. His consulting firm (Strategic Insights, Inc.) has provided seminars and services to hundreds of senior executives in dozens of Fortune 500 firms, healthcare consortiums, and government agencies including the U.S. Military.
Academically, Mr. Doyle served on the advisory council for the Academy of Management Executive Magazine, was a member of the Advisory Board for the Institute of Management Studies and a member of the National Research Committee for the American Society for Training and Development. As an adjunct professor, he taught Engineering Administration at the University of Detroit's Graduate School of Engineering, Organization Behavior at The University of Michigan Dearborn's Graduate School of Business, and Business Strategy at Oakland University's Graduate School of Business Administration. Mr. Doyle holds a B.S. in mathematics and physical science from Eastern Michigan University, a master¿s degree in statistics and research design from Wayne State University, and a Ph.D. in organizational behavior from the University of Michigan.
"Dr. D is a SLAM DUNK! Supremely knowledgeable of material with many relative, historical examples. Learning course empowered!"
Marcus V. Washington
Engineer Specialist; Honda Manufacturing of Alabama
"This seminar touches all points of human behavior and relates them to leadership. This is a must have for anyone in business."
Joe Palazzolo
Chief Engineer: GKN Driveline
"A great introductory course into management concepts for engineers with no business background."
Shaley Parker
Team Manager; Honda Manufacturing of Alabama
"Dr. Doyle's expansive real-world experiences helped to align the course with real problems in our organization."
Robert N. Friedrichs
V.P. Engineering; Rassini
"This course is a very thought provoking course that I would highly recommend to executives and managers."
Patrick Garrett
Staff Engineer; Honda Manufacturing of Alabama
"The ability to lead and make sound business decisions requires a complexity of knowledge and skills. This course is a very good road map in negotiating a difficult highway."
Don Coker
President; Intelligent Products Systems
"This was an excellent seminar at preparing engineering professionals and technical specialists for future/current leadership roles within the company/organization."
Steve Rodia
Technical Specialist - Project Leader; Honda Manufacturing of Alabama
"This was an excellent course for new managers or managers who want to sharpen their focus on strategy and leadership."
Raymond Peterson
Director of Engineering; Heil Environmental
"Dr. Doyle has a wealth of real w