The hardest part of corporate governance and leadership ethics is rarely deciding — it is holding the decision when it becomes unpopular. Teams read what their leaders tolerate on leadership ethics far more accurately than what their leaders announce. The teaching approach is deliberately practical: participants build a leadership plan for the practice within organisational leadership as they go. The result is the confidence to make and defend decisions about corporate governance and leadership ethics under scrutiny. Mature organisations treat this aspect of organisational leadership as a standing capability rather than a project that finishes. The programme takes participants through leadership ethics end to end, from framing the problem to closing it out. It is written for people who have to make corporate governance and leadership ethics work with the resources they already have. Plans for leadership ethics often fail at the handover point between functions. Participants leave with a first-ninety-days plan for the practice within organisational leadership rather than a set of notes.
Expected Learning Outcomes
✓
Align the incentives of different functions so corporate governance and leadership ethics is not quietly sabotaged.
✓
Build a concise leadership plan for leadership ethics that colleagues can follow without further explanation.
✓
Build coalitions across functions to make corporate governance and leadership ethics stick.
✓
Protect the team's capacity so leadership ethics is not delivered through exhaustion.
✓
Anticipate the objections that corporate governance and leadership ethics will attract internally and answer them in advance.
✓
Hold difficult conversations about leadership ethics early, while they are still small.
✓
Recognise early indicators that corporate governance and leadership ethics is drifting away from its intended design.
Who Should Attend
✓
Specialists advising senior management on corporate governance and leadership ethics.
✓
Project and programme managers whose success depends on leadership ethics.
✓
Consultants coaching leadership teams on corporate governance and leadership ethics.
✓
Board members and non-executives overseeing leadership ethics.
✓
Human resources partners advising leaders on corporate governance and leadership ethics.
✓
Newly appointed managers taking on leadership ethics for the first time.
Course Modules
Open any module to see its sessions and topics.
01
Corporate governance and leadership ethics: performance, standards and consistency
2 sessions · 8 points
Session 1Saying the thing about corporate governance and leadership ethics that nobody wants to say
State the outcome expected from corporate governance and leadership ethics in a single sentence anyone can repeat.
Test whether the team can explain leadership ethics in their own words.
Name a single owner for each element of corporate governance and leadership ethics.
Remove steps in leadership ethics that add effort without adding assurance.
Session 2Holding the line on leadership ethics when it costs you
Identify your successor for corporate governance and leadership ethics and the gap they need to close.
Assess the workload leadership ethics adds and what you will remove to make room.
Set escalation thresholds for corporate governance and leadership ethics that work out of hours.
Confirm that those complying with leadership ethics understand why it exists.
