Authority is granted by the organisation; credibility in leadership competency development is earned separately. Managers are promoted for competence and then judged on the organisational leadership capability, which nobody trained them for. The most reliable predictor of sound this aspect of organisational leadership is whether anyone reviews it when nothing has gone wrong. It suits anyone whose decisions touch leadership competency development, in large organisations and small ones alike. Participants gain a clear basis for measuring what the organisational leadership discipline has actually achieved. The difficulty is not agreeing that this part of organisational leadership matters — it is deciding what to stop doing to make room for it. This programme builds leadership competency development from first principles, without padding and without omitting what matters. Participants apply this area of organisational leadership to their own management team throughout, so the output is directly usable. Participants leave with a first-ninety-days plan for the organisational leadership discipline rather than a set of notes.
Expected Learning Outcomes
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Establish what evidence would demonstrate that leadership competency development is under control.
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Handle the trade-offs in leadership competency development between speed, cost and assurance explicitly rather than implicitly.
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Judge when to escalate leadership competency development and when to absorb it.
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Manage the emotional load leadership competency development places on you and on the team.
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Make decisions on leadership competency development at the right speed for the risk involved.
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Plan the handover of leadership competency development so that capability is not lost when key staff move on.
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Delegate responsibility for leadership competency development without losing sight of the outcome.
Who Should Attend
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Members of committees that take decisions affecting leadership competency development.
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Executives leading multi-function programmes involving leadership competency development.
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Coordinators responsible for keeping records and documentation of leadership competency development current.
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Project and programme managers whose success depends on leadership competency development.
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Public sector managers applying leadership competency development within institutional constraints.
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Founders and owner-managers formalising leadership competency development as the organisation grows.
Course Modules
Open any module to see its sessions and topics.
01
Leadership competency development: influence across functions you do not control
2 sessions · 8 points
Session 1The hard cases in leadership competency development and how to reason about them
Set the review point at which leadership competency development will be reconsidered.
Draft the minimum viable leadership plan for leadership competency development.
Confirm that the people affected by leadership competency development heard it from you first.
Define the trigger that would require leadership competency development to be redesigned.
Session 2Building someone who can run leadership competency development without you
Name a single owner for each element of leadership competency development.
Collect evidence on the present handling of leadership competency development before proposing changes.
Name the person accountable for each part of leadership competency development, not the committee.
Identify the conversation about leadership competency development you have been postponing, and schedule it.
