Align the incentives of different functions so corporate governance and leadership ethics is not quietly sabotaged.
Corporate Governance and Managerial Leadership Ethics
A concise, decision-focused programme covering corporate governance and leadership ethics end to end.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
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
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
Corporate governance and leadership ethics: performance, standards and consistency
2 sessions · 8 pointsSession 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.
Leadership ethics: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Deciding on leadership ethics when the information will never be complete
- Recognise publicly one person whose work on corporate governance and leadership ethics went unnoticed.
- Check whether incentives anywhere reward behaviour that undermines leadership ethics.
- Decide what you will delegate on corporate governance and leadership ethics and what you will not, and say why.
- Define acceptance criteria for leadership ethics in advance.
Session 2Reading the room before proposing leadership ethics
- Prepare the summary of corporate governance and leadership ethics that senior management will read.
- Write down the assumptions underpinning the approach to leadership ethics.
- Name the person accountable for each part of corporate governance and leadership ethics, not the committee.
- Establish who is informed, consulted and accountable in leadership ethics.
Leadership ethics: setting direction people can act on
2 sessions · 8 pointsSession 1Moving leadership ethics from approval to execution
- Write down the reasoning behind your position on corporate governance and leadership ethics.
- Give one piece of specific feedback on leadership ethics within the week.
- Review a past decision on corporate governance and leadership ethics and state honestly what you would change.
- Close out actions on leadership ethics rather than leaving them open indefinitely.
Session 2Reviewing corporate governance and leadership ethics when nothing has gone wrong
- Identify where judgement in corporate governance and leadership ethics is legitimate and where it is not.
- Check that records of leadership ethics answer the questions likely to be asked.
- Estimate the resource corporate governance and leadership ethics requires to run as designed.
- Record what was learned when leadership ethics did not go as planned.
Leadership ethics: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1What your team concludes from how you handle leadership ethics
- Decide the point at which you would escalate corporate governance and leadership ethics.
- Decide what will be stopped to create capacity for leadership ethics.
- Identify the conversation about corporate governance and leadership ethics you have been postponing, and schedule it.
- Set out the decisions in leadership ethics that require sign-off and by whom.
Session 2Reading the current state of leadership ethics honestly
- Set the decision rights on corporate governance and leadership ethics: who decides, who is consulted, who is told.
- Confirm that the people affected by leadership ethics heard it from you first.
- Set the review point at which corporate governance and leadership ethics will be reconsidered.
- Plan the sequence in which improvements to leadership ethics will be introduced.
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.