Set a realistic target state for financial disclosure and transparency and a defensible route to it.
Building Financial Disclosure and Transparency Systems for Shareholders
Learn to design, measure and defend your organisation's approach to financial disclosure and transparency.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most failures in financial disclosure and transparency trace back to a conversation someone avoided having. Teams read what their leaders tolerate on disclosure and transparency far more accurately than what their leaders announce. The course sets out a working method for the wider organisational leadership agenda that participants can apply the week they return. Field experience suggests that the barrier to better financial disclosure and transparency is rarely technical. Each session closes with a decision the participant must justify about this part of organisational leadership in their own setting. Moving disclosure and transparency from written policy into daily practice is not achieved by a single decision. Participants come from operational and oversight roles, and both perspectives on financial disclosure and transparency are used deliberately. The outcome is a practitioner who can hold a position on disclosure and transparency and revise it on evidence. Participants finish with a short, specific brief on the wider organisational leadership agenda ready to put in front of a decision maker.
Expected Learning Outcomes
Set standards on disclosure and transparency and apply them consistently regardless of who is involved.
Recognise when financial disclosure and transparency needs a different leadership style than the one that got you here.
Plan the handover of disclosure and transparency so that capability is not lost when key staff move on.
Sequence improvements to financial disclosure and transparency so that each step makes the next one easier.
Delegate responsibility for disclosure and transparency without losing sight of the outcome.
Set direction on financial disclosure and transparency that people can act on without further interpretation.
Who Should Attend
Founders and owner-managers formalising financial disclosure and transparency as the organisation grows.
Executives leading multi-function programmes involving disclosure and transparency.
Experienced practitioners formalising an approach to financial disclosure and transparency that has grown up informally.
Consultants coaching leadership teams on disclosure and transparency.
Analysts producing the data on which decisions about financial disclosure and transparency rest.
High-potential staff being prepared for wider responsibility for disclosure and transparency.
Course Modules
Financial disclosure and transparency: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Building someone who can run financial disclosure and transparency without you
- Prepare the response for the most likely failure in financial disclosure and transparency.
- Establish what evidence demonstrates disclosure and transparency is under control.
- Set the decision rights on financial disclosure and transparency: who decides, who is consulted, who is told.
- State the outcome expected from disclosure and transparency in a single sentence anyone can repeat.
Session 2Making disclosure and transparency work when resources are constrained
- Rank the weaknesses in financial disclosure and transparency by consequence rather than by ease of fixing.
- Agree the standard on disclosure and transparency and confirm it applies to everyone.
- Identify where judgement in financial disclosure and transparency is legitimate and where it is not.
- Set the review point at which disclosure and transparency will be reconsidered.
Disclosure and transparency: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Showing that disclosure and transparency changed something measurable
- Define the trigger that would require financial disclosure and transparency to be redesigned.
- Verify six months later that changes to disclosure and transparency have held.
- Test the procedure for financial disclosure and transparency against a realistic scenario.
- Close out actions on disclosure and transparency rather than leaving them open indefinitely.
Session 2Building lasting competence in disclosure and transparency
- Distinguish symptoms from causes when financial disclosure and transparency underperforms.
- Map the handovers in disclosure and transparency between functions and secure them.
- Anticipate the objections financial disclosure and transparency will raise and prepare the answers.
- Build the competence framework that supports disclosure and transparency.
Disclosure and transparency: setting direction people can act on
2 sessions · 8 pointsSession 1Applying the standard on disclosure and transparency to your best performer
- Decide what you will delegate on financial disclosure and transparency and what you will not, and say why.
- Establish the boundary of disclosure and transparency and record what sits outside it.
- Confirm that the people affected by financial disclosure and transparency heard it from you first.
- Test whether the team can explain disclosure and transparency in their own words.
Session 2Testing financial disclosure and transparency before relying on it
- Compare the cost of financial disclosure and transparency with the cost of its absence.
- Check whether incentives anywhere reward behaviour that undermines disclosure and transparency.
- Write down the reasoning behind your position on financial disclosure and transparency.
- Assess the workload disclosure and transparency adds and what you will remove to make room.
Disclosure and transparency: conflict, politics and informal power
2 sessions · 8 pointsSession 1The meeting that finally unblocks disclosure and transparency
- Identify the conversation about financial disclosure and transparency you have been postponing, and schedule it.
- Review a past decision on disclosure and transparency and state honestly what you would change.
- Confirm that contractual obligations around financial disclosure and transparency are understood.
- Identify which function can quietly block disclosure and transparency and address it directly.
Session 2Holding the line on disclosure and transparency when it costs you
- Decide the point at which you would escalate financial disclosure and transparency.
- Identify your successor for disclosure and transparency and the gap they need to close.
- Identify single points of dependency in financial disclosure and transparency and reduce them.
- Give one piece of specific feedback on disclosure and transparency within the week.
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.