Build coalitions across functions to make alternative leadership tracks stick.
Building Alternative Leadership Tracks for Those Outside Traditional Management
Move alternative leadership tracks from general awareness to a repeatable, reviewable practice.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most failures in alternative leadership tracks trace back to a conversation someone avoided having. Authority is granted by the organisation; credibility in this aspect of organisational leadership is earned separately. Cases are chosen to expose the trade-offs in this part of organisational leadership rather than to illustrate ideal conditions. It is designed for mixed groups, so that alternative leadership tracks is examined from more than one functional angle. Across sectors, teams that rehearse the practice within organisational leadership outperform teams that only plan it. It concentrates on the parts of this strand of organisational leadership that determine outcomes and treats the rest proportionately. Participants gain a realistic view of what alternative leadership tracks costs and what it returns. Moving this part of organisational leadership from written policy into daily practice is not achieved by a single decision. It ends with a prioritised list of changes to the wider organisational leadership agenda that the participant is prepared to defend internally.
Expected Learning Outcomes
Assess the current state of alternative leadership tracks against a structured set of criteria rather than impressions.
Delegate responsibility for alternative leadership tracks without losing sight of the outcome.
Establish what evidence would demonstrate that alternative leadership tracks is under control.
Protect the team's capacity so alternative leadership tracks is not delivered through exhaustion.
Resolve conflict about alternative leadership tracks without leaving residue.
Distinguish the parts of alternative leadership tracks that must be standardised from those that require judgement.
Who Should Attend
Project and programme managers whose success depends on alternative leadership tracks.
Managers of multi-site operations seeking consistency in alternative leadership tracks.
Managers in small and medium organisations who own alternative leadership tracks alongside other duties.
Consultants coaching leadership teams on alternative leadership tracks.
Human resources partners advising leaders on alternative leadership tracks.
Founders and owner-managers formalising alternative leadership tracks as the organisation grows.
Course Modules
Alternative leadership tracks: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1The meeting that finally unblocks alternative leadership tracks
- Set out the decisions in alternative leadership tracks that require sign-off and by whom.
- Give one piece of specific feedback on alternative leadership tracks within the week.
- Recognise publicly one person whose work on alternative leadership tracks went unnoticed.
- Set the review point at which alternative leadership tracks will be reconsidered.
Session 2Deciding on alternative leadership tracks when the information will never be complete
- Check that records of alternative leadership tracks answer the questions likely to be asked.
- Identify your successor for alternative leadership tracks and the gap they need to close.
- State the outcome expected from alternative leadership tracks in a single sentence anyone can repeat.
- Identify which function can quietly block alternative leadership tracks and address it directly.
Alternative leadership tracks: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Building the method for alternative leadership tracks step by step
- Confirm that the people affected by alternative leadership tracks heard it from you first.
- Agree the smallest change to alternative leadership tracks that would be visibly useful.
- Decide the point at which you would escalate alternative leadership tracks.
- Name a single owner for each element of alternative leadership tracks.
Session 2Escalation and decision rights in alternative leadership tracks
- Define the trigger that would require alternative leadership tracks to be redesigned.
- Check that alternative leadership tracks still works when volumes rise unexpectedly.
- Review a past decision on alternative leadership tracks and state honestly what you would change.
- Name the person accountable for each part of alternative leadership tracks, not the committee.
Alternative leadership tracks: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Building lasting competence in alternative leadership tracks
- Ask the team what they think is wrong with the plan for alternative leadership tracks.
- Confirm that those complying with alternative leadership tracks understand why it exists.
- Check whether incentives anywhere reward behaviour that undermines alternative leadership tracks.
- Reduce the variation in how alternative leadership tracks is carried out between teams.
Session 2Moving alternative leadership tracks through people who do not report to you
- Prepare the summary of alternative leadership tracks that senior management will read.
- Agree what will be standardised in alternative leadership tracks and what will not.
- Prepare the response for the most likely failure in alternative leadership tracks.
- Decide what you will delegate on alternative leadership tracks and what you will not, and say why.
Alternative leadership tracks: conflict, politics and informal power
2 sessions · 8 pointsSession 1Reading the room before proposing alternative leadership tracks
- Build the competence framework that supports alternative leadership tracks.
- Set the decision rights on alternative leadership tracks: who decides, who is consulted, who is told.
- Test the procedure for alternative leadership tracks against a realistic scenario.
- Identify the conversation about alternative leadership tracks you have been postponing, and schedule it.
Session 2Showing that alternative leadership tracks changed something measurable
- Agree the standard on alternative leadership tracks and confirm it applies to everyone.
- Close out actions on alternative leadership tracks rather than leaving them open indefinitely.
- Decide what will be stopped to create capacity for alternative leadership tracks.
- Remove steps in alternative leadership tracks that add effort without adding assurance.
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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