Oxford Advanced Financial Leadership Program

Introduction:

Leaders who join the prestigious Oxford High-Performance Leadership Program will be equipped with essential skills to succeed in high stakes finance and leadership.

This is one of many courses in a popular series that includes the Oxford Leadership Program, which combines financial expertise with executive leadership skills, making it an invaluable resource for top-level finance professionals.

Within the framework of this course, participants will learn about human resources (HR) management, team building, investment planning as well as performance control mechanisms that are critical elements in the curriculum of any existing or potential member of elite finance programs.

Objectives:

After this Oxford leadership program, participants should become:

• Interested in team member’s strong points-able to apply management and leadership approaches incorporated with those of their style and condition.
• Financial knowledge expansion for better financial management of their role as well as improved performance
• Find out the different ways used in influencing skill development

Training Methodology:

• Expert-Led Seminars
• Case Study Analysis
• Interactive Workshops
• Peer Learning and Networking
• Simulations and Role-Playing
• Action Learning Projects
• Continuous Feedback and Reflection
• Leadership Coaching

Course Outline:

Unit 1: Understanding Your Role

• Leader or manager?
• Self-perception.
• Beyond the job description, find out what your organization requires of you.
• Balancing conflicting stakeholder demands.
• Understanding the nature of change.
• A model for implementing change.

Unit 2: Personal Effectiveness, Time Management, and Delegation

• Understanding yourself and your organizational environment.
• Outcome orientation.
• Setting personal and team objectives.
• Managing performance.
• Finding and using time effectively.
• A model for effective delegation.

Unit 3: Communication, Influence & Conflict Management

• Channels of communication.
• Effective listening skills.
• Emotions and rapport.
• Persuasion and negotiation: the keys to personal influence.
• Managing conflict assertively.

Unit 4: Team Building, People Management, and Motivation

• How high-performing teams work.
• Identifying team roles.
• Teams in practice: team building exercise.
• Motivation and reward.
• Building and sharing a vision.
• Different approaches to leadership.

Unit 5: Enhancing Team Performance through Coaching and Development

• How do people learn?
• Coaching for personal and team growth.
• Feedback skills.
• Development planning.
• Next steps.

Unit 6: The Challenge of Financial Economic Decision-Making

• The practice of financial-economic analysis.
• Corporate value and shareholder value.
• A dynamic perspective of business.
• Benchmarking your own strategic position/competitor analysis.
• The agency problem and corporate governance.
• What information and data to use?
• The nature of financial statements.
• The context of financial analysis and decision-making.

Unit 7: Assessment of Business Performance

• Ratio analysis and business performance.
• Management's point of view.
• Owners' point of view.
• Lenders' point of view.
• Ratios as a system – pyramids of ratios.
• Integration of financial performance analysis – the "Dupont" system.
• Economic value added (EVA).
• Predicting financial distress.

Unit 8: Projection of Financial Requirements

• Interrelationship of financial projections.
• Operating budgets.
• Standard costing and variance analysis.
• Cash forecasts and cash budgets.
• Sensitivity analysis.
• Dynamics and growth of the business system.
• Operating leverage.
• Financial growth plans.
• Financial modeling.

Unit 9: Analysis of Investment Decisions

• Applying time-adjusted measures.
• Net present value (NPV) and internal rate of return (IRR).
• Strategic perspective.
• EVA and NPV.
• Refinements of investment analysis.
• Equivalent annual cost (EAC).
• Modified internal rate of return (MIRR).
• Sensitivity analysis, scenario analysis, simulation, and NPV break-even.
• Dealing with risk and changing circumstances.

Unit 10: Valuation and Business Performance

• Managing shareholder value.
• Shareholder value creation in perspective.
• Evolution of value-based methodologies.
• Creating value in restructuring and combinations.
• Financial strategy in acquisitions.
• Business valuation.
• Business restructuring and reorganizations.
• Management buyouts (MBOs) and management buy-ins (MBIs).