Most failures in leadership self-awareness trace back to a conversation someone avoided having. The hardest part of this part of organisational leadership is rarely deciding — it is holding the decision when it becomes unpopular. What blocks progress on the organisational leadership capability is usually unclear ownership rather than unclear intent. Across sectors, teams that rehearse leadership self-awareness outperform teams that only plan it. Participants leave with a method for this area of organisational leadership, not a set of opinions about it. The programme works equally well for those formalising this part of organisational leadership for the first time and those improving an existing approach. Participants apply leadership self-awareness to their own management team throughout, so the output is directly usable. The result is the confidence to make and defend decisions about the organisational leadership discipline under scrutiny. The programme ends where implementation begins, with this aspect of organisational leadership broken into steps someone can start on Monday.
Expected Learning Outcomes
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Set direction on leadership self-awareness that people can act on without further interpretation.
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Delegate responsibility for leadership self-awareness without losing sight of the outcome.
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Translate policy on leadership self-awareness into procedures that hold up under day-to-day pressure.
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Translate leadership self-awareness into objectives each person can see themselves in.
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Integrate leadership self-awareness into existing management routines rather than running it separately.
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Read the informal dynamics that determine whether leadership self-awareness actually moves.
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Test the organisation's response to leadership self-awareness under conditions that are less than ideal.
Who Should Attend
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Executives leading multi-function programmes involving leadership self-awareness.
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Internal auditors reviewing how leadership self-awareness is designed and operated.
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High-potential staff being prepared for wider responsibility for leadership self-awareness.
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Consultants and advisers supporting clients on leadership self-awareness.
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Managers of geographically distributed teams handling leadership self-awareness.
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Team leaders responsible for daily delivery of leadership self-awareness.
Course Modules
Open any module to see its sessions and topics.
01
Leadership self-awareness: deciding under pressure and incomplete information
2 sessions · 8 points
Session 1Building someone who can run leadership self-awareness without you
Confirm that reporting on leadership self-awareness reaches the people who can act.
Define acceptance criteria for leadership self-awareness in advance.
Review whether leadership self-awareness is aligned with the objectives of the management team.
Check whether incentives anywhere reward behaviour that undermines leadership self-awareness.
Session 2Getting other functions to support leadership self-awareness
Confirm that the people affected by leadership self-awareness heard it from you first.
Decide what will be stopped to create capacity for leadership self-awareness.
Arrange the handover of leadership self-awareness so capability survives staff changes.
Decide what you will delegate on leadership self-awareness and what you will not, and say why.
02
Leadership self-awareness: the conversations that decide the outcome
2 sessions · 8 points
Session 1Delegating leadership self-awareness without abandoning it
Close out actions on leadership self-awareness rather than leaving them open indefinitely.
Write down the assumptions underpinning the approach to leadership self-awareness.
Set the review interval for leadership self-awareness and who attends.
Establish what evidence demonstrates leadership self-awareness is under control.
Session 2Applying the standard on leadership self-awareness to your best performer
Name the person accountable for each part of leadership self-awareness, not the committee.
Reduce the variation in how leadership self-awareness is carried out between teams.
Anticipate the objections leadership self-awareness will raise and prepare the answers.
Test whether the team can explain leadership self-awareness in their own words.
03
Leadership self-awareness: performance, standards and consistency
2 sessions · 8 points
Session 1Building the method for leadership self-awareness step by step
Write down the reasoning behind your position on leadership self-awareness.
Ask the team what they think is wrong with the plan for leadership self-awareness.
Prepare how you will respond when leadership self-awareness is challenged publicly.
Confirm that those complying with leadership self-awareness understand why it exists.
Session 2The decisions in leadership self-awareness that cannot be delegated
Identify the conversation about leadership self-awareness you have been postponing, and schedule it.
Identify which function can quietly block leadership self-awareness and address it directly.
Set the review point at which leadership self-awareness will be reconsidered.
Set the decision rights on leadership self-awareness: who decides, who is consulted, who is told.
