Authority is granted by the organisation; credibility in emerging women's leadership programmes is earned separately. When leadership programmes is unclear, people default to protecting their own function. Ambition around the organisational leadership discipline outruns capacity unless the sequencing is deliberate. Benchmarking exercises repeatedly place emerging women's leadership programmes among the areas with the widest performance spread. The programme takes participants through this aspect of organisational leadership end to end, from framing the problem to closing it out. Participants gain a realistic view of what leadership programmes costs and what it returns. Sessions alternate between guided analysis of emerging women's leadership programmes and supervised application. It is appropriate for those preparing to take on wider responsibility for leadership programmes. Work concludes with a self-assessment of the practice within organisational leadership that participants can repeat annually.
Expected Learning Outcomes
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Build coalitions across functions to make emerging women's leadership programmes stick.
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Translate leadership programmes into objectives each person can see themselves in.
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Integrate emerging women's leadership programmes into existing management routines rather than running it separately.
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Select indicators that show whether leadership programmes is improving, and reject those that only look useful.
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Diagnose whether a problem in emerging women's leadership programmes is one of design, resourcing or discipline.
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Delegate responsibility for leadership programmes without losing sight of the outcome.
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Recognise when emerging women's leadership programmes needs a different leadership style than the one that got you here.
Who Should Attend
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High-potential staff being prepared for wider responsibility for emerging women's leadership programmes.
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Internal auditors reviewing how leadership programmes is designed and operated.
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Department heads and senior managers accountable for emerging women's leadership programmes.
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Team leaders responsible for daily delivery of leadership programmes.
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Board members and non-executives overseeing emerging women's leadership programmes.
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Anyone whose accountability for leadership programmes exceeds their current formal training in it.
Course Modules
Open any module to see its sessions and topics.
01
Emerging women's leadership programmes: delegation, trust and accountability
2 sessions · 8 points
Session 1What your team concludes from how you handle emerging women's leadership programmes
Record what was learned when emerging women's leadership programmes did not go as planned.
Benchmark the organisation's leadership programmes against comparable operations.
Estimate the resource emerging women's leadership programmes requires to run as designed.
Decide what will be stopped to create capacity for leadership programmes.
Session 2Getting other functions to support leadership programmes
Test whether the team can explain emerging women's leadership programmes in their own words.
Agree the standard on leadership programmes and confirm it applies to everyone.
