Read the informal dynamics that determine whether learning from failed decisions actually moves.
Analysing Failed Leadership Decisions and Extracting Lessons from Them
A working programme in learning from failed decisions for managers who have to deliver with existing resources.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of learning from failed decisions is rarely deciding — it is holding the decision when it becomes unpopular. Managers are promoted for competence and then judged on failed decisions, which nobody trained them for. The programme is built to be used, and every section of this aspect of organisational leadership it covers ends in something applicable. The method assumes participants will be challenged on their handling of learning from failed decisions and prepares them for it. Applied research in organisational leadership consistently shows that early structure around the practice within organisational leadership reduces downstream rework. It is designed for mixed groups, so that failed decisions is examined from more than one functional angle. The programme builds the judgement to know which parts of learning from failed decisions to standardise and which to leave flexible. Buying a tool rarely fixes failed decisions; the underlying capability has to be built internally first. The final module sets out how progress on the organisational leadership discipline will be evidenced six months later.
Expected Learning Outcomes
Protect the team's capacity so failed decisions is not delivered through exhaustion.
Build a concise leadership plan for learning from failed decisions that colleagues can follow without further explanation.
Set direction on failed decisions that people can act on without further interpretation.
Define the scope and boundaries of learning from failed decisions so that responsibility for it is unambiguous.
Recognise when failed decisions needs a different leadership style than the one that got you here.
Design a practical operating method for learning from failed decisions that fits the organisation's size and maturity.
Who Should Attend
Executives leading multi-function programmes involving learning from failed decisions.
Consultants coaching leadership teams on failed decisions.
Team leaders responsible for daily delivery of learning from failed decisions.
Managers of multi-site operations seeking consistency in failed decisions.
Board members and non-executives overseeing learning from failed decisions.
Operations staff who encounter the consequences of failed decisions directly.
Course Modules
Learning from failed decisions: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1The meeting that finally unblocks learning from failed decisions
- Record the rationale for each significant choice made about learning from failed decisions.
- Agree the smallest change to failed decisions that would be visibly useful.
- Give one piece of specific feedback on learning from failed decisions within the week.
- Draft the minimum viable leadership plan for failed decisions.
Session 2Building someone who can run failed decisions without you
- Rehearse the briefing on learning from failed decisions that would follow an incident.
- Distinguish symptoms from causes when failed decisions underperforms.
- Confirm that the people affected by learning from failed decisions heard it from you first.
- Set the decision rights on failed decisions: who decides, who is consulted, who is told.
Failed decisions: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Saying the thing about failed decisions that nobody wants to say
- Identify where judgement in learning from failed decisions is legitimate and where it is not.
- Remove steps in failed decisions that add effort without adding assurance.
- Establish the boundary of learning from failed decisions and record what sits outside it.
- Decide the point at which you would escalate failed decisions.
Session 2Making failed decisions work when resources are constrained
- Prepare the summary of learning from failed decisions that senior management will read.
- Prepare how you will respond when failed decisions is challenged publicly.
- Write down the reasoning behind your position on learning from failed decisions.
- Verify six months later that changes to failed decisions have held.
Failed decisions: influence across functions you do not control
2 sessions · 8 pointsSession 1Building lasting competence in failed decisions
- Name a single owner for each element of learning from failed decisions.
- Estimate the resource failed decisions requires to run as designed.
- Recognise publicly one person whose work on learning from failed decisions went unnoticed.
- Decide what you will delegate on failed decisions and what you will not, and say why.
Session 2Where learning from failed decisions typically breaks, and why
- Establish who is informed, consulted and accountable in learning from failed decisions.
- Identify single points of dependency in failed decisions and reduce them.
- Confirm that reporting on learning from failed decisions reaches the people who can act.
- Decide what will be stopped to create capacity for failed decisions.
Failed decisions: delegation, trust and accountability
2 sessions · 8 pointsSession 1Moving failed decisions through people who do not report to you
- Test whether the team can explain learning from failed decisions in their own words.
- State the outcome expected from failed decisions in a single sentence anyone can repeat.
- Identify which function can quietly block learning from failed decisions and address it directly.
- Agree the standard on failed decisions and confirm it applies to everyone.
Session 2Showing that failed decisions changed something measurable
- Review a past decision on learning from failed decisions and state honestly what you would change.
- Assess the workload failed decisions adds and what you will remove to make room.
- Set the review point at which learning from failed decisions will be reconsidered.
- Ask the team what they think is wrong with the plan for failed decisions.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.