Read the informal dynamics that determine whether recovery from leadership setbacks actually moves.
Building Rapid Recovery from Leadership and Professional Setbacks
Learn to design, measure and defend your organisation's approach to recovery from leadership setbacks.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of recovery from leadership setbacks is rarely deciding — it is holding the decision when it becomes unpopular. When leadership setbacks is unclear, people default to protecting their own function. The most reliable predictor of sound the organisational leadership capability is whether anyone reviews it when nothing has gone wrong. Participants take away a working set of documents supporting recovery from leadership setbacks, ready to be adapted internally. Content is organised around the decisions practitioners actually face in this area of organisational leadership, not around theory headings. Sessions alternate between guided analysis of leadership setbacks and supervised application. The version of recovery from leadership setbacks described in the manual and the version practised on the floor tend to diverge over time. The material serves both public bodies and commercial organisations dealing with leadership setbacks. Work concludes with a self-assessment of the wider organisational leadership agenda that participants can repeat annually.
Expected Learning Outcomes
Communicate the reasoning behind leadership setbacks, not only the conclusion.
Manage the emotional load recovery from leadership setbacks places on you and on the team.
Protect the team's capacity so leadership setbacks is not delivered through exhaustion.
Select indicators that show whether recovery from leadership setbacks is improving, and reject those that only look useful.
Review contracts and agreements for the obligations they create around leadership setbacks.
Structure records of recovery from leadership setbacks so that they answer the questions an auditor will actually ask.
Who Should Attend
Newly promoted managers taking on recovery from leadership setbacks for the first time.
Executives leading multi-function programmes involving leadership setbacks.
Internal auditors reviewing how recovery from leadership setbacks is designed and operated.
Project and programme managers whose success depends on leadership setbacks.
Procurement and contracting staff whose agreements set obligations around recovery from leadership setbacks.
Managers of geographically distributed teams handling leadership setbacks.
Course Modules
Recovery from leadership setbacks: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Showing that recovery from leadership setbacks changed something measurable
- Identify the data already collected that bears on recovery from leadership setbacks.
- Give one piece of specific feedback on leadership setbacks within the week.
- Set the review interval for recovery from leadership setbacks and who attends.
- Record the rationale for each significant choice made about leadership setbacks.
Session 2Deciding on leadership setbacks when the information will never be complete
- Identify the conversation about recovery from leadership setbacks you have been postponing, and schedule it.
- Write down the reasoning behind your position on leadership setbacks.
- Name the person accountable for each part of recovery from leadership setbacks, not the committee.
- Review whether leadership setbacks is aligned with the objectives of the management team.
Leadership setbacks: setting direction people can act on
2 sessions · 8 pointsSession 1Reviewing leadership setbacks when nothing has gone wrong
- Benchmark the organisation's recovery from leadership setbacks against comparable operations.
- Confirm that the people affected by leadership setbacks heard it from you first.
- Assess the workload recovery from leadership setbacks adds and what you will remove to make room.
- Decide what you will delegate on leadership setbacks and what you will not, and say why.
Session 2Moving leadership setbacks through people who do not report to you
- Identify which function can quietly block recovery from leadership setbacks and address it directly.
- Arrange the handover of leadership setbacks so capability survives staff changes.
- Set the decision rights on recovery from leadership setbacks: who decides, who is consulted, who is told.
- Confirm that those complying with leadership setbacks understand why it exists.
Leadership setbacks: delegation, trust and accountability
2 sessions · 8 pointsSession 1Moving leadership setbacks from approval to execution
- Identify your successor for recovery from leadership setbacks and the gap they need to close.
- Anticipate the objections leadership setbacks will raise and prepare the answers.
- Review a past decision on recovery from leadership setbacks and state honestly what you would change.
- Build the competence framework that supports leadership setbacks.
Session 2The meeting that finally unblocks recovery from leadership setbacks
- Agree the standard on recovery from leadership setbacks and confirm it applies to everyone.
- Set the review point at which leadership setbacks will be reconsidered.
- Ask the team what they think is wrong with the plan for recovery from leadership setbacks.
- Prepare the summary of leadership setbacks that senior management will read.
Leadership setbacks: influence across functions you do not control
2 sessions · 8 pointsSession 1Comparing leadership setbacks with recognised practice
- Decide the point at which you would escalate recovery from leadership setbacks.
- Map the handovers in leadership setbacks between functions and secure them.
- Define acceptance criteria for recovery from leadership setbacks in advance.
- Set escalation thresholds for leadership setbacks that work out of hours.
Session 2Applying the standard on leadership setbacks to your best performer
- Collect evidence on the present handling of recovery from leadership setbacks before proposing changes.
- Prepare how you will respond when leadership setbacks is challenged publicly.
- Rank the weaknesses in recovery from leadership setbacks by consequence rather than by ease of fixing.
- Identify single points of dependency in leadership setbacks and reduce them.
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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