Verify that improvements to centres of management excellence have held six months after they were introduced.
Building and Managing Centres of Management Excellence
Move centres of management excellence 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
The hardest part of centres of management excellence is rarely deciding — it is holding the decision when it becomes unpopular. Authority is granted by the organisation; credibility in management excellence is earned separately. Organisations that document this aspect of organisational leadership properly resolve disputes about it far more quickly. It is pitched for practitioners with responsibility for centres of management excellence, not for observers of it. Moving the organisational leadership capability from written policy into daily practice is not achieved by a single decision. Participants gain a realistic view of what management excellence costs and what it returns. It treats centres of management excellence as an operating discipline and equips participants to run it as one. The method assumes participants will be challenged on their handling of management excellence and prepares them for it. Work concludes with a self-assessment of this part of organisational leadership that participants can repeat annually.
Expected Learning Outcomes
Document decisions about management excellence in a form that remains useful after the people change.
Judge when to escalate centres of management excellence and when to absorb it.
Set direction on management excellence that people can act on without further interpretation.
Recognise when centres of management excellence needs a different leadership style than the one that got you here.
Prepare a short, evidence-based briefing on management excellence for senior management.
Set standards on centres of management excellence and apply them consistently regardless of who is involved.
Who Should Attend
Newly promoted managers taking on centres of management excellence for the first time.
Internal auditors reviewing how management excellence is designed and operated.
Team leaders responsible for daily delivery of centres of management excellence.
Newly appointed managers taking on management excellence for the first time.
Consultants coaching leadership teams on centres of management excellence.
Project and programme managers whose success depends on management excellence.
Course Modules
Centres of management excellence: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Getting other functions to support centres of management excellence
- Identify the data already collected that bears on centres of management excellence.
- Identify single points of dependency in management excellence and reduce them.
- Check that centres of management excellence still works when volumes rise unexpectedly.
- Check whether incentives anywhere reward behaviour that undermines management excellence.
Session 2Holding the line on management excellence when it costs you
- Test whether the team can explain centres of management excellence in their own words.
- Agree the standard on management excellence and confirm it applies to everyone.
- Collect evidence on the present handling of centres of management excellence before proposing changes.
- Build the internal briefing that explains management excellence to those affected.
Management excellence: influence across functions you do not control
2 sessions · 8 pointsSession 1Showing that management excellence changed something measurable
- Name a single owner for each element of centres of management excellence.
- Set the review interval for management excellence and who attends.
- Identify your successor for centres of management excellence and the gap they need to close.
- Rehearse the briefing on management excellence that would follow an incident.
Session 2Applying the standard on management excellence to your best performer
- State the outcome expected from centres of management excellence in a single sentence anyone can repeat.
- Set the decision rights on management excellence: who decides, who is consulted, who is told.
- Confirm that the people affected by centres of management excellence heard it from you first.
- Identify where judgement in management excellence is legitimate and where it is not.
Management excellence: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1What has to be agreed before work on management excellence starts
- Give one piece of specific feedback on centres of management excellence within the week.
- Establish the boundary of management excellence and record what sits outside it.
- Identify which function can quietly block centres of management excellence and address it directly.
- Set out the decisions in management excellence that require sign-off and by whom.
Session 2Delegating centres of management excellence without abandoning it
- Ask the team what they think is wrong with the plan for centres of management excellence.
- Set the review point at which management excellence will be reconsidered.
- Agree the indicators that will show whether centres of management excellence is improving.
- Recognise publicly one person whose work on management excellence went unnoticed.
Management excellence: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Escalation and decision rights in management excellence
- Test the procedure for centres of management excellence against a realistic scenario.
- Prepare the response for the most likely failure in management excellence.
- Write down the reasoning behind your position on centres of management excellence.
- Review a past decision on management excellence and state honestly what you would change.
Session 2Building someone who can run management excellence without you
- Name the person accountable for each part of centres of management excellence, not the committee.
- Prepare how you will respond when management excellence is challenged publicly.
- Review whether centres of management excellence is aligned with the objectives of the management team.
- Reduce the variation in how management excellence is carried out between teams.
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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