Address the equity and inclusion implications of entrepreneurial resilience deliberately.
Developing an Entrepreneurial Growth Mindset in the Face of Failure
A practical programme in entrepreneurial resilience for professionals who are accountable for results, not just awareness.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for entrepreneurial resilience that managers quietly work around has already failed. People decide what this strand of people management and development really means by watching who gets promoted. Teams frequently over-invest in documenting the people management and development capability and under-invest in testing it. The material serves both public bodies and commercial organisations dealing with entrepreneurial resilience. Exercises escalate in difficulty, ending with the ambiguous situations that make the practice within people management and development hard in practice. Participants leave with a method for this strand of people management and development, not a set of opinions about it. Across sectors, teams that rehearse entrepreneurial resilience outperform teams that only plan it. Participants develop a defensible line of reasoning for the choices they make about the people management and development capability. The programme ends where implementation begins, with the wider people management and development agenda broken into steps someone can start on Monday.
Expected Learning Outcomes
Design a policy on entrepreneurial resilience that is fair, lawful and actually usable by line managers.
Build capability in entrepreneurial resilience across the management line, not only in the people function.
Communicate the purpose of entrepreneurial resilience to those who have to comply with it.
Plan succession and continuity for the roles most exposed to entrepreneurial resilience.
Set acceptance criteria for entrepreneurial resilience before work begins rather than after.
Recognise early indicators that entrepreneurial resilience is drifting away from its intended design.
Who Should Attend
Line managers who apply entrepreneurial resilience in practice.
Internal communications staff explaining entrepreneurial resilience to the workforce.
Public sector personnel officers applying entrepreneurial resilience within regulation.
Human resources managers and business partners responsible for entrepreneurial resilience.
Managers of multi-site operations seeking consistency in entrepreneurial resilience.
Team leaders and supervisors who put entrepreneurial resilience into practice day to day.
Course Modules
Entrepreneurial resilience: policy design and legal footing
2 sessions · 8 pointsSession 1The exception to entrepreneurial resilience that sets the precedent
- Build the appeals route for entrepreneurial resilience and publish it.
- Set the annual review point for entrepreneurial resilience and who attends.
- Confirm records relating to entrepreneurial resilience meet retention and privacy rules.
- Check that entrepreneurial resilience complies with current labour regulation in every location.
Session 2Applying entrepreneurial resilience consistently to the person you like least
- Identify the data the organisation already holds that bears on entrepreneurial resilience.
- Compare intended and actual outcomes of entrepreneurial resilience honestly.
- Agree the smallest change to entrepreneurial resilience that would be visibly useful.
- Reduce the variation in how entrepreneurial resilience is carried out between teams.
Entrepreneurial resilience: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Costing entrepreneurial resilience honestly, including the cost of inaction
- Train line managers on entrepreneurial resilience rather than handling every case centrally.
- Script the difficult conversation entrepreneurial resilience requires and rehearse it.
- Ask employees what entrepreneurial resilience feels like from their side.
- Draft the minimum viable people policy for entrepreneurial resilience.
Session 2What has to be agreed before work on entrepreneurial resilience starts
- Review entrepreneurial resilience for unintended equity effects across groups.
- Agree the indicators that will show whether entrepreneurial resilience is improving.
- State the purpose of entrepreneurial resilience in one sentence a new manager would understand.
- Plan the sequence in which improvements to entrepreneurial resilience will be introduced.
Entrepreneurial resilience: evidence, data and honest measurement
2 sessions · 8 pointsSession 1The paperwork for entrepreneurial resilience that is actually needed
- Assign responsibility for keeping documentation of entrepreneurial resilience current.
- Compare the cost of entrepreneurial resilience with the cost of its absence.
- Establish who is informed, consulted and accountable in entrepreneurial resilience.
- Name a single owner for each element of entrepreneurial resilience.
Session 2Appeals and grievances arising from entrepreneurial resilience
- Design the communication for entrepreneurial resilience around the questions people will actually ask.
- Measure the effect of entrepreneurial resilience on retention and performance, not activity.
- Agree what will be standardised in entrepreneurial resilience and what will not.
- Set the consistency check that catches uneven application of entrepreneurial resilience.
Entrepreneurial resilience: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Writing a policy on entrepreneurial resilience a line manager can actually use
- Decide what will be stopped to create capacity for entrepreneurial resilience.
- Map the handovers in entrepreneurial resilience between functions and secure them.
- Test the policy on entrepreneurial resilience against three real cases from the past year.
- Record the rationale for each significant choice made about entrepreneurial resilience.
Session 2Building lasting competence in entrepreneurial resilience
- Document the reasoning for every exception granted under entrepreneurial resilience.
- Test the procedure for entrepreneurial resilience against a realistic scenario.
- Remove steps in entrepreneurial resilience that add effort without adding assurance.
- Arrange the handover of entrepreneurial resilience so capability survives staff changes.
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.