Fundamentals of Operational Performance – Leading Through People™ , Module 14

Session Length: 1.5 to 2 Days | Target: Supervisor to CEO | Prerequisites: LTP Module 2 | Delivery: taught live only

Facilitated by BMG Corporate Trainer and Senior Financial Officer

This course is especially designed for organizations that want their supervisors and management team to consistently make operationally sound day-to-day decisions. Participants learn how the organization’s Profit and Loss Statement works, how to analyze reports to drive future actions, the role of EBITDA, how to measure and utilize key metrics, and how to drive performance to achieve the organization’s goals in all KPI (Key Performance Indicator) areas. Topics include:

• Key Performance Indicators and Key Metrics
  • What they are
  • How they direct forward-looking management
  • What are benchmarks for good and unacceptable results
  • How can my department positively impact our Top 3 KPIs?
• Understanding My Organization’s Basic P&L
  • Lessons from a household budget
  • How my organization’s P&L works
  • The balance between generating revenues and controlling operating expenses
  • My organization’s revenues, and my department’s role in affecting them
  • My organization’s expenses, and my department’s role in affecting them
  • The Inter-relationship between KPIs and the P&L
  • Making sure staff understands how their decisions affect the P&L
• Performance Reporting in My Department
  • Why having the right data is essential for sound decision-making
  • Trendicators, trend analysis, benchmarking, and exception analysis
  • My department’s key measurements, their benchmarks, and exception variance range
  • Exercise: Analyzing My Department’s Key Reports
• How Operational Execution and Core Values Drive Day-to-Day Behavior
  • How effective managers lead operational execution
  • Workshop: My Action Plan to Institutionalize KPI, Key Metric, and Core Value Decision-Making
• Strategic Versus Tactical Perspective
  • How strategic and tactical management works together
  • Time planning horizons by functional level
  • Driving staff engagement through strategic and tactical management
• Building a Compelling Business Case
  • How business cases are used to support decisions
  • The five parts of an effective business case
  • Submitting and gaining approval for a business case
• Succession Planning for My Department
  • What is business continuity, disaster recovery, and succession planning?
  • Organizational and departmental succession planning
  • The process of effective succession planning
  • Top five challenges to effective succession planning
  • Workshop: Building My Own Succession Plan