Strategic Thinking for Leaders and Managers

Course Overview

Many managers excel at the day-to-day operations of running a business. They know how to get things done, solve immediate problems, and keep teams moving. However, stepping into a more strategic role requires a shift in perspective from focusing solely on tasks and processes to understanding the broader business landscape. This means thinking about long-term goals, market trends, customer needs, and how different parts of the business connect and influence one another. 

Developing strategic thinking isn’t just about learning new tools or frameworks; it’s also about mindset. Some managers, especially those who are more introverted or practically motivated, may feel more comfortable in hands-on roles where outcomes are tangible and immediate. But strategic thinking is a skill that can be developed. It starts with curiosity—asking “why” and “what if”—and grows through exposure to different perspectives, commercial insights, and opportunities to step back and reflect.  

This course is designed to help managers build that confidence and capability, so they can contribute more meaningfully to the bigger picture and long-term business success. 

Training Objectives

By the end of this course, participants will be able to: 

• Understand the principles and purpose of strategic thinking in leadership and management. 

• Analyse internal and external environments using strategic tools (PESTLE, SWOT, Porter’s Five Forces). 

• Evaluate organisational Vision, Mission, and Values alignment with strategy. 

• Apply critical and creative thinking to complex, ambiguous challenges. 

• Develop a strategic plan or initiative aligned to organisational goals. 

• Communicate and implement strategy effectively across teams and stakeholders. 

Course Content

The Strategic Mindset 

• ‘Strategic thinking’ vs ‘strategic planning’ 

• The role of a manager as a strategic thinker 

• Traits and habits of effective strategic leaders 

Understanding the Strategic Context 

• Analysing the macro and micro-environments using key frameworks 

• Understanding the impact of political, economic, social, and technological change 

• Identifying trends, risks, and opportunities affecting the farming industry 

• Theoretical Models & Frameworks: 

• • PESTLE, SWOT, Porter’s Five Forces 

• • Stakeholder mapping 

Strategic Vision, Purpose, and Alignment 

• Evaluating how Vision and Values drive long-term success 

• Aligning team and departmental goals to organisational strategy 

• Telling a compelling story about your plan or vision 

Critical and Creative Strategic Thinking 

• Using critical thinking to challenge assumptions 

• Applying creative thinking techniques for innovation and diversification 

• Combining data-driven and intuitive approaches to decision-making. 

• Theoretical Models 

• • De Bono’s Six Thinking Hats 

• • Scenario planning and futures thinking 

Building and Communicating Strategy 

• Structuring and articulating a strategic plan  

• Engaging and influencing key stakeholders 

• Fostering ownership and accountability across teams 

• Theoretical Models 

• Strategy Map / Balanced Scorecard 

• Communication planning matrix 

Leading Strategic Change 

• Embedding strategy through culture and change management 

• Recognising resistance and developing strategies for buy-in 

• Evaluating success and sustainability of strategic initiatives 

• Theoretical Models 

• • Kotter’s 8-Step Model 

• • McKinsey 7S Framework