Address the equity and inclusion implications of entrepreneurial leadership and agility deliberately.
Building Entrepreneurial Leadership Skills and Commercial Agility
A structured, applied course in entrepreneurial leadership and agility — designed to be used the week you return.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what entrepreneurial leadership and agility really means by watching who gets promoted. A process for leadership and agility that managers quietly work around has already failed. Moving the people management and development discipline from written policy into daily practice is not achieved by a single decision. Participants come from operational and oversight roles, and both perspectives on entrepreneurial leadership and agility are used deliberately. The programme is built to be used, and every section of the practice within people management and development it covers ends in something applicable. The professional literature on leadership and agility converges on a small set of controls that reliably work. Sessions alternate between guided analysis of entrepreneurial leadership and agility and supervised application. Participants develop a defensible line of reasoning for the choices they make about leadership and agility. The course ends by identifying what the participant will stop doing to make the people management and development discipline sustainable.
Expected Learning Outcomes
Establish escalation routes for leadership and agility that work outside normal hours.
Agree the first three actions on entrepreneurial leadership and agility that will be taken on returning to work.
Integrate leadership and agility into existing management routines rather than running it separately.
Pilot changes to entrepreneurial leadership and agility before rolling them out organisation-wide.
Align leadership and agility with the organisation's workforce plan rather than treating it in isolation.
Build the evidence base on entrepreneurial leadership and agility from data the organisation already collects.
Who Should Attend
Public sector personnel officers applying entrepreneurial leadership and agility within regulation.
Project and programme managers whose delivery depends on leadership and agility.
Talent and organisational development specialists working on entrepreneurial leadership and agility.
Employee relations specialists handling cases arising from leadership and agility.
Legal and compliance advisers reviewing entrepreneurial leadership and agility.
Those responsible for briefing external stakeholders on leadership and agility.
Course Modules
Entrepreneurial leadership and agility: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Reviewing entrepreneurial leadership and agility against what actually happened
- Review entrepreneurial leadership and agility for unintended equity effects across groups.
- Assign responsibility for keeping documentation of leadership and agility current.
- Close out actions on entrepreneurial leadership and agility rather than leaving them open indefinitely.
- Set the annual review point for leadership and agility and who attends.
Session 2Building manager capability in leadership and agility rather than owning it centrally
- Set the review interval for entrepreneurial leadership and agility and who attends.
- Ask employees what leadership and agility feels like from their side.
- Plan succession for roles most exposed to entrepreneurial leadership and agility.
- Review whether leadership and agility is aligned with the objectives of the workforce.
Leadership and agility: evidence, data and honest measurement
2 sessions · 8 pointsSession 1The paperwork for leadership and agility that is actually needed
- Script the difficult conversation entrepreneurial leadership and agility requires and rehearse it.
- Identify single points of dependency in leadership and agility and reduce them.
- Prepare the response for the most likely failure in entrepreneurial leadership and agility.
- Set the consistency check that catches uneven application of leadership and agility.
Session 2Writing a policy on leadership and agility a line manager can actually use
- Estimate the cost of entrepreneurial leadership and agility and the cost of leaving it unchanged.
- Build the competence framework that supports leadership and agility.
- State the purpose of entrepreneurial leadership and agility in one sentence a new manager would understand.
- Agree the smallest change to leadership and agility that would be visibly useful.
Leadership and agility: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Reading the current state of leadership and agility honestly
- Benchmark the organisation's entrepreneurial leadership and agility against comparable operations.
- Document the reasoning for every exception granted under leadership and agility.
- Design the communication for entrepreneurial leadership and agility around the questions people will actually ask.
- Confirm that reporting on leadership and agility reaches the people who can act.
Session 2Costing entrepreneurial leadership and agility honestly, including the cost of inaction
- Measure the effect of entrepreneurial leadership and agility on retention and performance, not activity.
- Identify the data the organisation already holds that bears on leadership and agility.
- Set out the decisions in entrepreneurial leadership and agility that require sign-off and by whom.
- Check that leadership and agility still works when volumes rise unexpectedly.
Leadership and agility: fairness, equity and consistency
2 sessions · 8 pointsSession 1Reviewing leadership and agility when nothing has gone wrong
- Pilot changes to entrepreneurial leadership and agility in one area before wider rollout.
- Map the handovers in leadership and agility between functions and secure them.
- Compare intended and actual outcomes of entrepreneurial leadership and agility honestly.
- Train line managers on leadership and agility rather than handling every case centrally.
Session 2Piloting a change to leadership and agility before committing
- Reduce the variation in how entrepreneurial leadership and agility is carried out between teams.
- Test the policy on leadership and agility against three real cases from the past year.
- Build the internal briefing that explains entrepreneurial leadership and agility to those affected.
- Set out how exceptions to leadership and agility are requested and approved.
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
We will contact you within one business day to confirm.