Develop successors capable of running policy and procedure development without you.
Developing and Documenting Administrative Policies and Procedures
Move policy and procedure development from general awareness to a repeatable, reviewable practice.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on policy and procedure development, which nobody trained them for. Teams read what their leaders tolerate on procedure development far more accurately than what their leaders announce. Participants leave with a method for this area of organisational leadership, not a set of opinions about it. Participants test their assumptions about policy and procedure development against scenarios designed to break weak ones. Participants take away a working set of documents supporting the practice within organisational leadership, ready to be adapted internally. It is pitched for practitioners with responsibility for procedure development, not for observers of it. The most reliable predictor of sound policy and procedure development is whether anyone reviews it when nothing has gone wrong. Plans for procedure development often fail at the handover point between functions. It ends with a prioritised list of changes to the organisational leadership discipline that the participant is prepared to defend internally.
Expected Learning Outcomes
Set direction on procedure development that people can act on without further interpretation.
Set acceptance criteria for policy and procedure development before work begins rather than after.
Make decisions on procedure development at the right speed for the risk involved.
Resolve conflict about policy and procedure development without leaving residue.
Document decisions about procedure development in a form that remains useful after the people change.
Compare the organisation's handling of policy and procedure development with recognised practice, and close the material gaps.
Who Should Attend
Project and programme managers whose success depends on policy and procedure development.
Founders and owner-managers formalising procedure development as the organisation grows.
Consultants coaching leadership teams on policy and procedure development.
Team leaders and supervisors who put procedure development into practice day to day.
Experienced practitioners formalising an approach to policy and procedure development that has grown up informally.
Executives leading multi-function programmes involving procedure development.
Course Modules
Policy and procedure development: setting direction people can act on
2 sessions · 8 pointsSession 1Making policy and procedure development work when resources are constrained
- Prepare the response for the most likely failure in policy and procedure development.
- Agree the indicators that will show whether procedure development is improving.
- Estimate the resource policy and procedure development requires to run as designed.
- Write down the reasoning behind your position on procedure development.
Session 2Recovering after a visible mistake on procedure development
- Set escalation thresholds for policy and procedure development that work out of hours.
- Name a single owner for each element of procedure development.
- Distinguish symptoms from causes when policy and procedure development underperforms.
- State the outcome expected from procedure development in a single sentence anyone can repeat.
Procedure development: delegation, trust and accountability
2 sessions · 8 pointsSession 1Deciding on procedure development when the information will never be complete
- Recognise publicly one person whose work on policy and procedure development went unnoticed.
- Name the person accountable for each part of procedure development, not the committee.
- Give one piece of specific feedback on policy and procedure development within the week.
- Identify which function can quietly block procedure development and address it directly.
Session 2The meeting that finally unblocks procedure development
- Identify single points of dependency in policy and procedure development and reduce them.
- Prepare the summary of procedure development that senior management will read.
- Close out actions on policy and procedure development rather than leaving them open indefinitely.
- Set out how exceptions to procedure development are requested and approved.
Procedure development: conflict, politics and informal power
2 sessions · 8 pointsSession 1Moving procedure development through people who do not report to you
- Define acceptance criteria for policy and procedure development in advance.
- Identify your successor for procedure development and the gap they need to close.
- Test whether the team can explain policy and procedure development in their own words.
- Set the review point at which procedure development will be reconsidered.
Session 2Reviewing policy and procedure development when nothing has gone wrong
- Review a past decision on policy and procedure development and state honestly what you would change.
- Establish the boundary of procedure development and record what sits outside it.
- Prepare how you will respond when policy and procedure development is challenged publicly.
- Decide the point at which you would escalate procedure development.
Procedure development: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Showing that procedure development changed something measurable
- Confirm that reporting on policy and procedure development reaches the people who can act.
- Identify where judgement in procedure development is legitimate and where it is not.
- Establish who is informed, consulted and accountable in policy and procedure development.
- Identify the conversation about procedure development you have been postponing, and schedule it.
Session 2Keeping procedure development alive after the initial push
- Reduce the variation in how policy and procedure development is carried out between teams.
- Set the decision rights on procedure development: who decides, who is consulted, who is told.
- Assess the workload policy and procedure development adds and what you will remove to make room.
- Ask the team what they think is wrong with the plan for procedure development.
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
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