Read the informal dynamics that determine whether continuous feedback culture actually moves.
Building a Culture of Continuous Feedback Between Leaders and Their Teams
Develop the judgement and the documentation needed to run continuous feedback culture properly.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in continuous feedback culture is earned separately. Managers are promoted for competence and then judged on this area of organisational leadership, which nobody trained them for. Ambition around this aspect of organisational leadership outruns capacity unless the sequencing is deliberate. Where continuous feedback culture is measured, it improves; where it is only discussed, it drifts. Participants gain a realistic view of what this strand of organisational leadership costs and what it returns. The programme works equally well for those formalising this aspect of organisational leadership for the first time and those improving an existing approach. Each session closes with a decision the participant must justify about continuous feedback culture in their own setting. It treats the organisational leadership discipline as an operating discipline and equips participants to run it as one. Participants leave with a first-ninety-days plan for this aspect of organisational leadership rather than a set of notes.
Expected Learning Outcomes
Adapt recognised practice on continuous feedback culture to local constraints without hollowing it out.
Resolve conflict about continuous feedback culture without leaving residue.
Align the incentives of different functions so continuous feedback culture is not quietly sabotaged.
Set a realistic target state for continuous feedback culture and a defensible route to it.
Translate continuous feedback culture into objectives each person can see themselves in.
Structure records of continuous feedback culture so that they answer the questions an auditor will actually ask.
Who Should Attend
Project and programme managers whose success depends on continuous feedback culture.
Planning staff whose forecasts and budgets are affected by continuous feedback culture.
Public sector managers applying continuous feedback culture within institutional constraints.
Board members and non-executives overseeing continuous feedback culture.
Newly appointed managers taking on continuous feedback culture for the first time.
High-potential staff being prepared for wider responsibility for continuous feedback culture.
Course Modules
Continuous feedback culture: building the bench and letting go
2 sessions · 8 pointsSession 1Moving continuous feedback culture from approval to execution
- Prepare the response for the most likely failure in continuous feedback culture.
- Recognise publicly one person whose work on continuous feedback culture went unnoticed.
- Set out the decisions in continuous feedback culture that require sign-off and by whom.
- Write down the reasoning behind your position on continuous feedback culture.
Session 2Reviewing continuous feedback culture when nothing has gone wrong
- Agree the indicators that will show whether continuous feedback culture is improving.
- Confirm that the people affected by continuous feedback culture heard it from you first.
- Identify the conversation about continuous feedback culture you have been postponing, and schedule it.
- Set the review point at which continuous feedback culture will be reconsidered.
Continuous feedback culture: conflict, politics and informal power
2 sessions · 8 pointsSession 1What your team concludes from how you handle continuous feedback culture
- Test the procedure for continuous feedback culture against a realistic scenario.
- Identify single points of dependency in continuous feedback culture and reduce them.
- Agree the standard on continuous feedback culture and confirm it applies to everyone.
- Record the rationale for each significant choice made about continuous feedback culture.
Session 2Recovering after a visible mistake on continuous feedback culture
- Decide what you will delegate on continuous feedback culture and what you will not, and say why.
- Establish the boundary of continuous feedback culture and record what sits outside it.
- Prepare the summary of continuous feedback culture that senior management will read.
- Remove steps in continuous feedback culture that add effort without adding assurance.
Continuous feedback culture: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Holding the line on continuous feedback culture when it costs you
- Reduce the variation in how continuous feedback culture is carried out between teams.
- Write down the assumptions underpinning the approach to continuous feedback culture.
- Review whether continuous feedback culture is aligned with the objectives of the management team.
- Review a past decision on continuous feedback culture and state honestly what you would change.
Session 2Applying the standard on continuous feedback culture to your best performer
- Give one piece of specific feedback on continuous feedback culture within the week.
- Set escalation thresholds for continuous feedback culture that work out of hours.
- Set the decision rights on continuous feedback culture: who decides, who is consulted, who is told.
- Arrange the handover of continuous feedback culture so capability survives staff changes.
Continuous feedback culture: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Deciding on continuous feedback culture when the information will never be complete
- Prepare how you will respond when continuous feedback culture is challenged publicly.
- Check whether incentives anywhere reward behaviour that undermines continuous feedback culture.
- Decide the point at which you would escalate continuous feedback culture.
- Record what was learned when continuous feedback culture did not go as planned.
Session 2Making continuous feedback culture work when resources are constrained
- Check that continuous feedback culture still works when volumes rise unexpectedly.
- Identify which function can quietly block continuous feedback culture and address it directly.
- State the outcome expected from continuous feedback culture in a single sentence anyone can repeat.
- Identify your successor for continuous feedback culture and the gap they need to close.
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
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