Review your own performance on generational diversity management as rigorously as you review others'.
Building Generational Diversity Strategies and Managing Four Generations in One Workplace
Learn to design, measure and defend your organisation's approach to generational diversity management.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of generational diversity management is rarely deciding — it is holding the decision when it becomes unpopular. Most failures in the organisational leadership capability trace back to a conversation someone avoided having. The course gives participants a defensible structure for this strand of organisational leadership and the judgement to adapt it. Every module pairs a short input on generational diversity management with structured practice on the participant's own material. It is pitched for practitioners with responsibility for the wider organisational leadership agenda, not for observers of it. They acquire practical criteria for judging when this strand of organisational leadership is working and when it is only appearing to. Field experience suggests that the barrier to better generational diversity management is rarely technical. Moving the organisational leadership discipline from written policy into daily practice is not achieved by a single decision. Participants leave with a plan for the wider organisational leadership agenda sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Align the incentives of different functions so generational diversity management is not quietly sabotaged.
Develop successors capable of running generational diversity management without you.
Recognise early indicators that generational diversity management is drifting away from its intended design.
Design a training and briefing approach that sustains competence in generational diversity management.
Recognise when generational diversity management needs a different leadership style than the one that got you here.
Verify that improvements to generational diversity management have held six months after they were introduced.
Who Should Attend
Managers of geographically distributed teams handling generational diversity management.
Department heads and senior managers accountable for generational diversity management.
Coordinators responsible for keeping records and documentation of generational diversity management current.
Newly promoted managers taking on generational diversity management for the first time.
Those responsible for briefing external stakeholders on generational diversity management.
High-potential staff being prepared for wider responsibility for generational diversity management.
Course Modules
Generational diversity management: setting direction people can act on
2 sessions · 8 pointsSession 1Moving generational diversity management from approval to execution
- Prepare the response for the most likely failure in generational diversity management.
- Identify single points of dependency in generational diversity management and reduce them.
- Identify where judgement in generational diversity management is legitimate and where it is not.
- Confirm that contractual obligations around generational diversity management are understood.
Session 2Showing that generational diversity management changed something measurable
- Rank the weaknesses in generational diversity management by consequence rather than by ease of fixing.
- Assess the workload generational diversity management adds and what you will remove to make room.
- Reduce the variation in how generational diversity management is carried out between teams.
- Review a past decision on generational diversity management and state honestly what you would change.
Generational diversity management: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Deciding on generational diversity management when the information will never be complete
- Set out the decisions in generational diversity management that require sign-off and by whom.
- Arrange the handover of generational diversity management so capability survives staff changes.
- Name the person accountable for each part of generational diversity management, not the committee.
- Recognise publicly one person whose work on generational diversity management went unnoticed.
Session 2Closing out generational diversity management and capturing what was learned
- Test whether the team can explain generational diversity management in their own words.
- Establish the boundary of generational diversity management and record what sits outside it.
- Anticipate the objections generational diversity management will raise and prepare the answers.
- Draft the minimum viable leadership plan for generational diversity management.
Generational diversity management: delegation, trust and accountability
2 sessions · 8 pointsSession 1Recovering after a visible mistake on generational diversity management
- Decide what you will delegate on generational diversity management and what you will not, and say why.
- Identify your successor for generational diversity management and the gap they need to close.
- Set the review point at which generational diversity management will be reconsidered.
- Decide the point at which you would escalate generational diversity management.
Session 2Keeping generational diversity management alive after the initial push
- Rehearse the briefing on generational diversity management that would follow an incident.
- Identify the data already collected that bears on generational diversity management.
- Prepare how you will respond when generational diversity management is challenged publicly.
- Plan the sequence in which improvements to generational diversity management will be introduced.
Generational diversity management: influence across functions you do not control
2 sessions · 8 pointsSession 1Reading the room before proposing generational diversity management
- Set the decision rights on generational diversity management: who decides, who is consulted, who is told.
- Assign responsibility for keeping documentation of generational diversity management current.
- Identify which function can quietly block generational diversity management and address it directly.
- Write down the reasoning behind your position on generational diversity management.
Session 2Delegating generational diversity management without abandoning it
- Give one piece of specific feedback on generational diversity management within the week.
- State the outcome expected from generational diversity management in a single sentence anyone can repeat.
- Define the trigger that would require generational diversity management to be redesigned.
- Ask the team what they think is wrong with the plan for generational diversity management.
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.