The hardest part of equal opportunity policy is rarely deciding — it is holding the decision when it becomes unpopular. Teams read what their leaders tolerate on the wider organisational leadership agenda far more accurately than what their leaders announce. Participants come from operational and oversight roles, and both perspectives on this aspect of organisational leadership are used deliberately. Participants take away a working set of documents supporting equal opportunity policy, ready to be adapted internally. Organisations that document this part of organisational leadership properly resolve disputes about it far more quickly. It establishes a shared vocabulary for this aspect of organisational leadership so that teams can disagree productively about it. Buying a tool rarely fixes equal opportunity policy; the underlying capability has to be built internally first. Sessions alternate between guided analysis of the wider organisational leadership agenda and supervised application. The final session converts the week's work on the organisational leadership discipline into commitments with owners and dates.
Expected Learning Outcomes
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Test the organisation's response to equal opportunity policy under conditions that are less than ideal.
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Align equal opportunity policy with the wider objectives of the management team rather than optimising it in isolation.
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Delegate responsibility for equal opportunity policy without losing sight of the outcome.
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Recognise when equal opportunity policy needs a different leadership style than the one that got you here.
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Develop successors capable of running equal opportunity policy without you.
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Set a realistic target state for equal opportunity policy and a defensible route to it.
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Build coalitions across functions to make equal opportunity policy stick.
Who Should Attend
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Newly appointed managers taking on equal opportunity policy for the first time.
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Board members and non-executives overseeing equal opportunity policy.
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Technical staff being prepared for supervisory responsibility over equal opportunity policy.
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High-potential staff being prepared for wider responsibility for equal opportunity policy.
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Executives leading multi-function programmes involving equal opportunity policy.
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Public sector managers applying equal opportunity policy within institutional constraints.
Course Modules
Open any module to see its sessions and topics.
01
Equal opportunity policy: the conversations that decide the outcome
2 sessions · 8 points
Session 1Delegating equal opportunity policy without abandoning it
Recognise publicly one person whose work on equal opportunity policy went unnoticed.
Assess the workload equal opportunity policy adds and what you will remove to make room.
Identify which function can quietly block equal opportunity policy and address it directly.
Prepare how you will respond when equal opportunity policy is challenged publicly.
Session 2The paperwork for equal opportunity policy that is actually needed
Confirm that the people affected by equal opportunity policy heard it from you first.
Verify six months later that changes to equal opportunity policy have held.
Set the review interval for equal opportunity policy and who attends.
Identify your successor for equal opportunity policy and the gap they need to close.
02
Equal opportunity policy: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1Holding the line on equal opportunity policy when it costs you
Confirm that reporting on equal opportunity policy reaches the people who can act.
