A process for future leadership development that managers quietly work around has already failed. Data on the people management and development capability is abundant; insight about it is not. Buying a tool rarely fixes this aspect of people management and development; the underlying capability has to be built internally first. Participants take away a working set of documents supporting future leadership development, ready to be adapted internally. Sessions alternate between guided analysis of this part of people management and development and supervised application. The course gives participants a defensible structure for the people management and development capability and the judgement to adapt it. Benchmarking exercises repeatedly place future leadership development among the areas with the widest performance spread. It is designed for mixed groups, so that this strand of people management and development is examined from more than one functional angle. It ends with a prioritised list of changes to this area of people management and development that the participant is prepared to defend internally.
Expected Learning Outcomes
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Test the organisation's response to future leadership development under conditions that are less than ideal.
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Design a policy on future leadership development that is fair, lawful and actually usable by line managers.
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Ensure decisions taken under future leadership development would withstand external scrutiny.
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Distinguish the parts of future leadership development that must be standardised from those that require judgement.
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Review contracts and agreements for the obligations they create around future leadership development.
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Assess the cost of future leadership development and the cost of leaving it as it is.
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Structure records relating to future leadership development so they satisfy legal and privacy obligations.
Who Should Attend
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Reward and compensation staff whose frameworks interact with future leadership development.
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Experienced practitioners formalising an approach to future leadership development that has grown up informally.
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Human resources managers and business partners responsible for future leadership development.
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Internal auditors reviewing how future leadership development is designed and operated.
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Learning and development officers building capability in future leadership development.
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Senior leaders accountable for the culture future leadership development produces.
Course Modules
Open any module to see its sessions and topics.
01
Future leadership development: communication and employee understanding
2 sessions · 8 points
Session 1Costing future leadership development honestly, including the cost of inaction
Check that future leadership development still works when volumes rise unexpectedly.
Collect evidence on the present handling of future leadership development before proposing changes.
State the purpose of future leadership development in one sentence a new manager would understand.
Assign responsibility for keeping documentation of future leadership development current.
Session 2Appeals and grievances arising from future leadership development
Confirm records relating to future leadership development meet retention and privacy rules.
Set out the decisions in future leadership development that require sign-off and by whom.
Design the communication for future leadership development around the questions people will actually ask.
Identify the data the organisation already holds that bears on future leadership development.
02
Future leadership development: the manager conversation that decides the outcome
2 sessions · 8 points
Session 1The conversation about future leadership development managers most often avoid
Build the appeals route for future leadership development and publish it.
Establish the boundary of future leadership development and record what sits outside it.
Compare intended and actual outcomes of future leadership development honestly.
Pilot changes to future leadership development in one area before wider rollout.
Session 2Comparing future leadership development with recognised practice
Define acceptance criteria for future leadership development in advance.
Define who decides on future leadership development and who may only recommend.
Confirm that those complying with future leadership development understand why it exists.
Estimate the cost of future leadership development and the cost of leaving it unchanged.
03
Future leadership development: exceptions, appeals and difficult cases
2 sessions · 8 points
Session 1The exception to future leadership development that sets the precedent
Set the annual review point for future leadership development and who attends.
Compare the cost of future leadership development with the cost of its absence.
Confirm that reporting on future leadership development reaches the people who can act.
Review future leadership development for unintended equity effects across groups.
Session 2Getting other functions to support future leadership development
Plan succession for roles most exposed to future leadership development.
Write down the assumptions underpinning the approach to future leadership development.
Prepare the summary of future leadership development that senior management will read.
Arrange the handover of future leadership development so capability survives staff changes.
04
Future leadership development: capability across the management line
2 sessions · 8 points
Session 1Keeping records on future leadership development that are lawful and useful
Estimate the resource future leadership development requires to run as designed.
Measure the effect of future leadership development on retention and performance, not activity.
Set the consistency check that catches uneven application of future leadership development.
Train line managers on future leadership development rather than handling every case centrally.
Session 2Reading the current state of future leadership development honestly
Script the difficult conversation future leadership development requires and rehearse it.
Benchmark the organisation's future leadership development against comparable operations.
Set the review interval for future leadership development and who attends.
Rank the weaknesses in future leadership development by consequence rather than by ease of fixing.
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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