Hold difficult conversations about corporate wellbeing programmes early, while they are still small.
Building Corporate Wellbeing Programmes and Supporting Employee Mental Health
Move corporate wellbeing programmes from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most failures in corporate wellbeing programmes trace back to a conversation someone avoided having. Authority is granted by the organisation; credibility in this part of organisational leadership is earned separately. Participants take away a working set of documents supporting this aspect of organisational leadership, ready to be adapted internally. Participants test their assumptions about corporate wellbeing programmes against scenarios designed to break weak ones. The programme takes participants through this strand of organisational leadership end to end, from framing the problem to closing it out. Teams frequently over-invest in documenting the practice within organisational leadership and under-invest in testing it. The material serves both public bodies and commercial organisations dealing with corporate wellbeing programmes. The professional literature on the organisational leadership capability converges on a small set of controls that reliably work. The final module sets out how progress on this area of organisational leadership will be evidenced six months later.
Expected Learning Outcomes
Design a training and briefing approach that sustains competence in corporate wellbeing programmes.
Protect the team's capacity so corporate wellbeing programmes is not delivered through exhaustion.
Recognise when corporate wellbeing programmes needs a different leadership style than the one that got you here.
Set direction on corporate wellbeing programmes that people can act on without further interpretation.
Build a register of the risks attaching to corporate wellbeing programmes and keep it current.
Set the minimum documentation for corporate wellbeing programmes that is genuinely necessary, and stop there.
Who Should Attend
Public sector managers applying corporate wellbeing programmes within institutional constraints.
Members of committees that take decisions affecting corporate wellbeing programmes.
Newly appointed managers taking on corporate wellbeing programmes for the first time.
Board members and non-executives overseeing corporate wellbeing programmes.
Founders and owner-managers formalising corporate wellbeing programmes as the organisation grows.
High-potential staff being prepared for wider responsibility for corporate wellbeing programmes.
Course Modules
Corporate wellbeing programmes: performance, standards and consistency
2 sessions · 8 pointsSession 1Moving corporate wellbeing programmes through people who do not report to you
- Identify which function can quietly block corporate wellbeing programmes and address it directly.
- Confirm that contractual obligations around corporate wellbeing programmes are understood.
- Identify your successor for corporate wellbeing programmes and the gap they need to close.
- Prepare the response for the most likely failure in corporate wellbeing programmes.
Session 2Recovering after a visible mistake on corporate wellbeing programmes
- Write down the reasoning behind your position on corporate wellbeing programmes.
- Benchmark the organisation's corporate wellbeing programmes against comparable operations.
- Review whether corporate wellbeing programmes is aligned with the objectives of the management team.
- Set the review point at which corporate wellbeing programmes will be reconsidered.
Corporate wellbeing programmes: setting direction people can act on
2 sessions · 8 pointsSession 1Delegating corporate wellbeing programmes without abandoning it
- Anticipate the objections corporate wellbeing programmes will raise and prepare the answers.
- Decide what you will delegate on corporate wellbeing programmes and what you will not, and say why.
- Close out actions on corporate wellbeing programmes rather than leaving them open indefinitely.
- Confirm that those complying with corporate wellbeing programmes understand why it exists.
Session 2Moving corporate wellbeing programmes from approval to execution
- Establish who is informed, consulted and accountable in corporate wellbeing programmes.
- Set the decision rights on corporate wellbeing programmes: who decides, who is consulted, who is told.
- Confirm that reporting on corporate wellbeing programmes reaches the people who can act.
- Identify the conversation about corporate wellbeing programmes you have been postponing, and schedule it.
Corporate wellbeing programmes: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Getting other functions to support corporate wellbeing programmes
- Check whether incentives anywhere reward behaviour that undermines corporate wellbeing programmes.
- Verify six months later that changes to corporate wellbeing programmes have held.
- Assess the workload corporate wellbeing programmes adds and what you will remove to make room.
- Ask the team what they think is wrong with the plan for corporate wellbeing programmes.
Session 2Building someone who can run corporate wellbeing programmes without you
- Decide the point at which you would escalate corporate wellbeing programmes.
- Agree the standard on corporate wellbeing programmes and confirm it applies to everyone.
- Name the person accountable for each part of corporate wellbeing programmes, not the committee.
- Establish the boundary of corporate wellbeing programmes and record what sits outside it.
Corporate wellbeing programmes: delegation, trust and accountability
2 sessions · 8 pointsSession 1The meeting that finally unblocks corporate wellbeing programmes
- Rank the weaknesses in corporate wellbeing programmes by consequence rather than by ease of fixing.
- Test whether the team can explain corporate wellbeing programmes in their own words.
- Compare the cost of corporate wellbeing programmes with the cost of its absence.
- Estimate the resource corporate wellbeing programmes requires to run as designed.
Session 2Testing corporate wellbeing programmes before relying on it
- Define acceptance criteria for corporate wellbeing programmes in advance.
- Review a past decision on corporate wellbeing programmes and state honestly what you would change.
- Test the procedure for corporate wellbeing programmes against a realistic scenario.
- Prepare how you will respond when corporate wellbeing programmes is challenged publicly.
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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