Strategic Leadership C0620

Topics: Management and Organization

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. Each segment of this three day course is designed to impart simple, but powerful lessons that will equip participants to more fully engage in strategic discussions, ask pertinent questions, facilitate critical decisions and shape high performing organizations. In addition, the course provides students 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.
Learning Objectives

By attending this seminar, you will be able to:

  • 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 you 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 you 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

Who Should Attend

This seminar is designed for executives, senior level managers, and engineering managers or technical specialists who are called upon to formulate or provide input into strategic decisions and business strategies.


"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 world knowledge and experience to share."
Jordan Ranly
Team Manager/Staff Engineer; Honda of America Mfg.


"Great insight on leadership. Course was very well orchestrated to bring out the real scenarios at work and relate them to the content, materials, and examples."
Rakesh Leeladhar
Account Manager; NGK Automotive Ceramics USA Inc.












You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.

  • Introduction to Strategic Leadership
    • What exactly do we mean by leadership?
    • Who is and is not a leader?
    • At what point do we become leaders?
    • Critical elements of leadership support
    • Managing versus leading - is there really a difference?
    • Critical factors in assessing leadership performance
    • The relationship between leadership, strategy, human behavior, decision-making and organizational systems
  • Understanding the Human Dimension
    • Similarities between animal behavior and human behavior
    • Influence of brain structure on human behavior
    • Creating long term employee motivation
    • Rules of thumb for predicting human behavior in organizations
    • Recognizing the symptoms of pathological leadership
    • Managing and defusing dysfunctional behavior
  • Assuming the Helm
    • Managing the transition to a new workgroup
    • Common and avoidable errors of leadership
    • Developing and maintaining the support of your workgroup
    • Simple, but effective steps to improve workgroup performance
  • Shaping Corporate Culture
    • Understanding the critical components of corporate culture
    • Forming productive organizational norms
    • How leaders contribute to dysfunctional cultures
    • Establishing a high performance work environment
  • Creating Organizations that Work
    • Creating an organizational charter
    • Selecting an effective management team
    • Thinking systemically
    • Importance of managing image and expectations
    • Creating meaningful performance indicators
    • Eliminating turf battles and duplication
    • Limitations on the application of common systems
  • Facilitating Strategic Decisions
    • Critical distinctions between problems, decisions and polarities
    • How to properly frame a decision
    • Selecting the decision makers
    • Common errors in decision making process
    • Essential elements of effective decision making process
    • Knowing when the decision has been made
  • The Leader's Role in Creating Effective Strategies
    • What exactly is a strategy?
    • Why business strategies fail
    • Internal and external considerations
    • What constitutes effective strategy?
    • Anticipating the impact of adaptive responses
    • Framing strategic initiatives
    • Barriers to strategy implementation
  • Leading Strategic Change
    • Planning a change initiative
    • Critical variables in organizational change
    • The leader's role in fostering change
    •   Anticipating and dealing with resistance
    • Culture as a barrier to change
  • Political Reality versus Dysfunctional Idealism
    • Gaining credibility in executive circles
    • Sources of leadership power
    • How power is gained and lost
    • The importance of building networks and relationships
    • How to avoid getting derailed
  • Lessons of History for Strategic Leaders
  • Developing a Leadership Profile
    • Charting your personal leadership profile
    • Identifying your leadership assets and liabilities
    • Creating a plan of action
Joseph Doyle


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 General Motors University, and Lead Consultant with the Corporate Strategy and Decision Support 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 facilitation of complex decisions and development of business strategies.  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.  

As an adjunct professor, Mr. Doyle taught Engineering Administration at the University of Detroit's School of Engineering, Organization Behavior at The University of Michigan Dearborn's School of Business, and Business Strategy at Oakland University's School of Business Administration. Mr. Doyle holds a B.S. in Mathematics and Physical Science from Eastern Michigan University, a Master's in Statistics and Research Methodology from Wayne State University, and a Ph.D. in Organizational Behavior from the University of Michigan. 

CEUs: 2.0

Fees: $1699.00

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