Draw practical lessons from failures in strategic advisory boards without assigning blame that suppresses reporting.
Building Effective Strategic Advisory Boards to Support Senior Leadership
A practical programme in strategic advisory boards for professionals who are accountable for results, not just awareness.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most failures in strategic advisory boards trace back to a conversation someone avoided having. The hardest part of the wider organisational leadership agenda is rarely deciding — it is holding the decision when it becomes unpopular. A common pattern is strong design of this strand of organisational leadership paired with weak follow-through. It is appropriate for those preparing to take on wider responsibility for strategic advisory boards. Cases are chosen to expose the trade-offs in the organisational leadership capability rather than to illustrate ideal conditions. They acquire practical criteria for judging when this area of organisational leadership is working and when it is only appearing to. It treats strategic advisory boards as an operating discipline and equips participants to run it as one. Benchmarking exercises repeatedly place the organisational leadership discipline among the areas with the widest performance spread. The closing exercise tests whether the participant's plan for the wider organisational leadership agenda survives a hostile question.
Expected Learning Outcomes
Hold difficult conversations about strategic advisory boards early, while they are still small.
Align the incentives of different functions so strategic advisory boards is not quietly sabotaged.
Set standards on strategic advisory boards and apply them consistently regardless of who is involved.
Review your own performance on strategic advisory boards as rigorously as you review others'.
Set the minimum documentation for strategic advisory boards that is genuinely necessary, and stop there.
Identify the failure points in strategic advisory boards most likely to cause loss, and control them first.
Who Should Attend
Board members and non-executives overseeing strategic advisory boards.
Team leaders responsible for daily delivery of strategic advisory boards.
Consultants coaching leadership teams on strategic advisory boards.
Quality staff verifying that strategic advisory boards performs as designed.
Human resources partners advising leaders on strategic advisory boards.
Technical staff being prepared for supervisory responsibility over strategic advisory boards.
Course Modules
Strategic advisory boards: delegation, trust and accountability
2 sessions · 8 pointsSession 1Delegating strategic advisory boards without abandoning it
- Name a single owner for each element of strategic advisory boards.
- Record what was learned when strategic advisory boards did not go as planned.
- Arrange the handover of strategic advisory boards so capability survives staff changes.
- Identify single points of dependency in strategic advisory boards and reduce them.
Session 2Testing strategic advisory boards before relying on it
- Review a past decision on strategic advisory boards and state honestly what you would change.
- State the outcome expected from strategic advisory boards in a single sentence anyone can repeat.
- Agree the standard on strategic advisory boards and confirm it applies to everyone.
- Give one piece of specific feedback on strategic advisory boards within the week.
Strategic advisory boards: performance, standards and consistency
2 sessions · 8 pointsSession 1Recovering after a visible mistake on strategic advisory boards
- Build the competence framework that supports strategic advisory boards.
- Confirm that the people affected by strategic advisory boards heard it from you first.
- Rank the weaknesses in strategic advisory boards by consequence rather than by ease of fixing.
- Test the procedure for strategic advisory boards against a realistic scenario.
Session 2Applying the standard on strategic advisory boards to your best performer
- Check whether incentives anywhere reward behaviour that undermines strategic advisory boards.
- Write down the reasoning behind your position on strategic advisory boards.
- Define the trigger that would require strategic advisory boards to be redesigned.
- Decide what will be stopped to create capacity for strategic advisory boards.
Strategic advisory boards: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Deciding on strategic advisory boards when the information will never be complete
- Benchmark the organisation's strategic advisory boards against comparable operations.
- Establish who is informed, consulted and accountable in strategic advisory boards.
- Assess the workload strategic advisory boards adds and what you will remove to make room.
- Test whether the team can explain strategic advisory boards in their own words.
Session 2Reading the room before proposing strategic advisory boards
- Decide what you will delegate on strategic advisory boards and what you will not, and say why.
- Identify which function can quietly block strategic advisory boards and address it directly.
- Set the decision rights on strategic advisory boards: who decides, who is consulted, who is told.
- Draft the minimum viable leadership plan for strategic advisory boards.
Strategic advisory boards: influence across functions you do not control
2 sessions · 8 pointsSession 1Building lasting competence in strategic advisory boards
- Establish what evidence demonstrates strategic advisory boards is under control.
- Identify the conversation about strategic advisory boards you have been postponing, and schedule it.
- Compare the cost of strategic advisory boards with the cost of its absence.
- Set the review point at which strategic advisory boards will be reconsidered.
Session 2The hard cases in strategic advisory boards and how to reason about them
- Prepare how you will respond when strategic advisory boards is challenged publicly.
- Agree the smallest change to strategic advisory boards that would be visibly useful.
- Decide the point at which you would escalate strategic advisory boards.
- Define acceptance criteria for strategic advisory boards in advance.
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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