Module 1 – The Character and Foundations a High Impact Manager can BE
-
- Introduction
- Our Current Challenges
- Self-Assessment
- Organizational-Assessment
- The 4Cs of Effective Leadership: Understand BE, KNOW, DO, HAVE
- Personal Effectiveness
- Best Practices for Strategic Alignment
- Leading at a Higher Level
- Be an Investigating Manager
- Feedback PIP Exercise #1
Module 2 -Connection is Key: Knowing what the High Impact Manager can KNOW
-
- Two principles for connecting with your people: Integration and Identification
- Two Ways to Manage
- Using the Secret Weapon
- How to become a “Super-connector”
- Coaching for Effectiveness
- Mentoring for Growth – understand how to mentor from the greatest mentors
- Leverage for extraordinary results
- Feedback PIP Exercise #2
Module 3 – Competence is Key: Doing what the High Impact Manager can DO
-
- Making creativity work for you
- Open up the creative side of your people
- Liberate them to achieve their full potential
- Identify the few outstanding personal “spikes”
- Encourage these skills to benefit the team
- Learn 8 Ways to Become a Time Rich Manager
- Understand ways to rein in policies, procedures, and systems which complicate operations
- The best business strategy is always simple, serve the core customers, and deepen relationships at all levels
- Feedback PIP Exercise #3
Module 4 – Commitment to Improve is Key: Having what the High Impact Manager can HAVE
-
- The Manager seeking meaning
- Learn how to evaluate, measure, and recalculate
- Determine if activities are leading to productivity
- Transitions in preparing and developing High Impact Managers
- Two Dimensions of Management
- Scenarios of Leaders vs. Managers
- Five Core Competencies
- Feedback PIP Exercise #4
Module 5 -The High Impact Manager as a Strategic Accomplisher
-
- Essential Characteristics of the Strategic Manager
- Value thought over action
- Drive out conformity
- Drive out the status quo
- Master the art of thinking
- Innovation over perfection
- Extreme Ambition
- Eight Steps to accomplish Meaningful Results personally and professionally
- The High Impact Manager and the 80/20 Organization
- Feedback PIP Exercise #5
Module 6 -Fraud and Corruption Control Framework
-
- Strong management commitment
- Resources dedicated to defining, implementing and overseeing fraud and corrupt prevention initiatives
- Availability of various ethics and integrity-related publications for staff
- Various policies and procedures that provide clear guidance to staff on matters such as fraud and corruption control and conflicts of interest/gifts, benefits, and hospitality
- Identification and management of fraud and corruption risks via a comprehensive risk assessment and risk treatment plans
- Pre-employment screening
- Implementing a Fraud and Corruption Control Framework to prevent fraud
Module 7 – Detecting Fraud and Corruption
-
- An organization-wide fraud detection strategy incorporating continuous monitoring and data mining analytics
- Provision of multiple avenues for individuals to report suspected fraud and corruption
- A risk-focused Internal Audit function, which also undertakes fraud audits
- Availability of internal Public Interest Disclosure officers and documented procedures, with staff, encouraged to make protected disclosures involving suspected improper conduct
- Periodic reviews by qualified external service providers to review high-risk corporate system data and identify any potentially fraudulent or corrupt behavior
Module 8 -Responding to Fraud and Corruption
-
- A comprehensive complaint management system which includes a central portal for reporting instances of suspected fraud and corruption
- Availability of dedicated, experienced (internal and externally sourced) resources for investigating suspected fraud and corruption who operate in accordance with defined investigation standards
- An independent disciplinary system for dealing with staff who have been found to have committed fraud or acted corruptly
- Reporting and analysis of fraud and corruption cases to senior management with an identification of any emerging trends
- KPIs for measuring the incidence of fraud and corruption
- Maintaining relationships with key external oversight and regulatory bodies in relation to the reporting and investigation of fraud and corruption matters
- Legal processes and insurance to recover losses in the event of financial loss
Module 9 -Stopping Fraud and Corruption
-
- What’s the best approach for stopping fraud and corruption?
- What’s wrong with just trusting people?
- Why isn’t it enough to just sanction someone once such behavior is identified?
- What can I do to deter fraudulent and corrupt behavior?
- What is “doing the right thing”?
Module 10 -Internal Controls
-
- Segregation of duties, to prevent one person from undertaking an entire transaction alone
- Clearly established lines of delegated authority and responsibility
- Position descriptions that clearly represent the jobs people actually do
- Compulsory clearance of overdue accumulated leave particularly for those in key positions of trust
- Job rotation (wherever possible) for those in key positions of trust
- Staff awareness, education, and training to ensure all staff are aware of and can recognize the signs of possible fraudulent or corrupt behavior
- Adequate protective measures for safeguarding, assets, processes, and data
- Documentation retained and managed in accordance with records management policy
- A work environment where people feel comfortable in raising concerns and are not penalized for doing so
- Ongoing management oversight/monitoring of work functions to verify that controls are operating effectively e.g. reconciliations, confirmations, exception reports
- Eight tips for great time management and stopping time stealers.
_
_