Manage the emotional load standard operating procedures places on you and on the team.
Designing and Effectively Documenting Standard Operating Procedures
A working programme in standard operating procedures for managers who have to deliver with existing resources.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in standard operating procedures is earned separately. Teams read what their leaders tolerate on this part of organisational leadership far more accurately than what their leaders announce. Organisations that document the wider organisational leadership agenda properly resolve disputes about it far more quickly. It is pitched for practitioners with responsibility for standard operating procedures, not for observers of it. Work is grounded in real cases drawn from this area of organisational leadership, which each participant adapts to conditions in their own organisation. The programme takes participants through the organisational leadership capability end to end, from framing the problem to closing it out. Teams frequently over-invest in documenting standard operating procedures and under-invest in testing it. The result is the confidence to make and defend decisions about this strand of organisational leadership under scrutiny. The final session converts the week's work on the organisational leadership discipline into commitments with owners and dates.
Expected Learning Outcomes
Adapt recognised practice on standard operating procedures to local constraints without hollowing it out.
Set the minimum documentation for standard operating procedures that is genuinely necessary, and stop there.
Make decisions on standard operating procedures at the right speed for the risk involved.
Read the informal dynamics that determine whether standard operating procedures actually moves.
Judge when to escalate standard operating procedures and when to absorb it.
Agree the first three actions on standard operating procedures that will be taken on returning to work.
Who Should Attend
High-potential staff being prepared for wider responsibility for standard operating procedures.
Founders and owner-managers formalising standard operating procedures as the organisation grows.
Internal auditors reviewing how standard operating procedures is designed and operated.
Specialists advising senior management on standard operating procedures.
Executives leading multi-function programmes involving standard operating procedures.
Board members and non-executives overseeing standard operating procedures.
Course Modules
Standard operating procedures: influence across functions you do not control
2 sessions · 8 pointsSession 1Applying the standard on standard operating procedures to your best performer
- Establish who is informed, consulted and accountable in standard operating procedures.
- Rehearse the briefing on standard operating procedures that would follow an incident.
- Assess the workload standard operating procedures adds and what you will remove to make room.
- Confirm that those complying with standard operating procedures understand why it exists.
Session 2Showing that standard operating procedures changed something measurable
- Identify the data already collected that bears on standard operating procedures.
- Review whether standard operating procedures is aligned with the objectives of the management team.
- Decide what you will delegate on standard operating procedures and what you will not, and say why.
- Identify the conversation about standard operating procedures you have been postponing, and schedule it.
Standard operating procedures: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Reading the room before proposing standard operating procedures
- Recognise publicly one person whose work on standard operating procedures went unnoticed.
- Identify your successor for standard operating procedures and the gap they need to close.
- Confirm that contractual obligations around standard operating procedures are understood.
- Agree the indicators that will show whether standard operating procedures is improving.
Session 2Making standard operating procedures work when resources are constrained
- Prepare how you will respond when standard operating procedures is challenged publicly.
- Check whether incentives anywhere reward behaviour that undermines standard operating procedures.
- Identify which function can quietly block standard operating procedures and address it directly.
- Write down the reasoning behind your position on standard operating procedures.
Standard operating procedures: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Closing out standard operating procedures and capturing what was learned
- Estimate the resource standard operating procedures requires to run as designed.
- Confirm that the people affected by standard operating procedures heard it from you first.
- Set the review interval for standard operating procedures and who attends.
- Test whether the team can explain standard operating procedures in their own words.
Session 2Building lasting competence in standard operating procedures
- Anticipate the objections standard operating procedures will raise and prepare the answers.
- State the outcome expected from standard operating procedures in a single sentence anyone can repeat.
- Remove steps in standard operating procedures that add effort without adding assurance.
- Give one piece of specific feedback on standard operating procedures within the week.
Standard operating procedures: setting direction people can act on
2 sessions · 8 pointsSession 1Building someone who can run standard operating procedures without you
- Build the competence framework that supports standard operating procedures.
- Check that records of standard operating procedures answer the questions likely to be asked.
- Identify single points of dependency in standard operating procedures and reduce them.
- Decide what will be stopped to create capacity for standard operating procedures.
Session 2Delegating standard operating procedures without abandoning it
- Agree the standard on standard operating procedures and confirm it applies to everyone.
- Decide the point at which you would escalate standard operating procedures.
- Name the person accountable for each part of standard operating procedures, not the committee.
- Write down the assumptions underpinning the approach to standard operating procedures.
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.