When simulation-based leadership training is unclear, people default to protecting their own function. Managers are promoted for competence and then judged on the wider organisational leadership agenda, which nobody trained them for. Where this aspect of organisational leadership is measured, it improves; where it is only discussed, it drifts. Participants finish able to explain simulation-based leadership training to a non-specialist audience without losing precision. Cases are chosen to expose the trade-offs in this area of organisational leadership rather than to illustrate ideal conditions. The content is relevant to those who own this aspect of organisational leadership and to those who are held accountable for its results. It concentrates on the parts of simulation-based leadership training that determine outcomes and treats the rest proportionately. The version of this strand of organisational leadership described in the manual and the version practised on the floor tend to diverge over time. The programme ends where implementation begins, with this part of organisational leadership broken into steps someone can start on Monday.
Expected Learning Outcomes
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Anticipate the objections that simulation-based leadership training will attract internally and answer them in advance.
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Communicate the reasoning behind simulation-based leadership training, not only the conclusion.
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Estimate what simulation-based leadership training costs to run properly, and what is lost when it is not.
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Delegate responsibility for simulation-based leadership training without losing sight of the outcome.
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Develop successors capable of running simulation-based leadership training without you.
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Adapt recognised practice on simulation-based leadership training to local constraints without hollowing it out.
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Translate simulation-based leadership training into objectives each person can see themselves in.
Who Should Attend
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Board members and non-executives overseeing simulation-based leadership training.
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Analysts producing the data on which decisions about simulation-based leadership training rest.
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Project and programme managers whose success depends on simulation-based leadership training.
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Managers of geographically distributed teams handling simulation-based leadership training.
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Newly appointed managers taking on simulation-based leadership training for the first time.
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Public sector managers applying simulation-based leadership training within institutional constraints.
