Make decisions on second-tier leadership development at the right speed for the risk involved.
Developing Second-Tier Leaders and Ensuring Leadership Continuity
An applied course in second-tier leadership development built around the decisions practitioners actually face.
📍 Tunis🗓️ 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 second-tier leadership development is earned separately. When the organisational leadership discipline is unclear, people default to protecting their own function. It suits anyone whose decisions touch this part of organisational leadership, in large organisations and small ones alike. Moving second-tier leadership development from written policy into daily practice is not achieved by a single decision. Participants develop a defensible line of reasoning for the choices they make about this area of organisational leadership. Cases are chosen to expose the trade-offs in the organisational leadership discipline rather than to illustrate ideal conditions. Practitioner evidence points the same way: second-tier leadership development improves fastest where responsibility for it is named and owned. It concentrates on the parts of the wider organisational leadership agenda that determine outcomes and treats the rest proportionately. The course ends by identifying what the participant will stop doing to make this part of organisational leadership sustainable.
Expected Learning Outcomes
Review your own performance on second-tier leadership development as rigorously as you review others'.
Develop successors capable of running second-tier leadership development without you.
Compare the organisation's handling of second-tier leadership development with recognised practice, and close the material gaps.
Sequence improvements to second-tier leadership development so that each step makes the next one easier.
Align the incentives of different functions so second-tier leadership development is not quietly sabotaged.
Assess the current state of second-tier leadership development against a structured set of criteria rather than impressions.
Who Should Attend
Newly promoted managers taking on second-tier leadership development for the first time.
Human resources partners advising leaders on second-tier leadership development.
Training and development staff building internal capability in second-tier leadership development.
Consultants and advisers supporting clients on second-tier leadership development.
Project and programme managers whose success depends on second-tier leadership development.
Team leaders responsible for daily delivery of second-tier leadership development.
Course Modules
Second-tier leadership development: building the bench and letting go
2 sessions · 8 pointsSession 1Getting other functions to support second-tier leadership development
- Recognise publicly one person whose work on second-tier leadership development went unnoticed.
- Give one piece of specific feedback on second-tier leadership development within the week.
- Close out actions on second-tier leadership development rather than leaving them open indefinitely.
- Remove steps in second-tier leadership development that add effort without adding assurance.
Session 2What your team concludes from how you handle second-tier leadership development
- Assess the workload second-tier leadership development adds and what you will remove to make room.
- Set the decision rights on second-tier leadership development: who decides, who is consulted, who is told.
- Confirm that contractual obligations around second-tier leadership development are understood.
- Establish what evidence demonstrates second-tier leadership development is under control.
Second-tier leadership development: setting direction people can act on
2 sessions · 8 pointsSession 1Reviewing second-tier leadership development when nothing has gone wrong
- Assign responsibility for keeping documentation of second-tier leadership development current.
- Check that records of second-tier leadership development answer the questions likely to be asked.
- Review whether second-tier leadership development is aligned with the objectives of the management team.
- Decide the point at which you would escalate second-tier leadership development.
Session 2Who answers for second-tier leadership development, and to whom
- Map the handovers in second-tier leadership development between functions and secure them.
- Rank the weaknesses in second-tier leadership development by consequence rather than by ease of fixing.
- Check whether incentives anywhere reward behaviour that undermines second-tier leadership development.
- Set the review point at which second-tier leadership development will be reconsidered.
Second-tier leadership development: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Holding the line on second-tier leadership development when it costs you
- Compare the cost of second-tier leadership development with the cost of its absence.
- Name the person accountable for each part of second-tier leadership development, not the committee.
- Arrange the handover of second-tier leadership development so capability survives staff changes.
- Plan the sequence in which improvements to second-tier leadership development will be introduced.
Session 2Building someone who can run second-tier leadership development without you
- Write down the reasoning behind your position on second-tier leadership development.
- Identify the conversation about second-tier leadership development you have been postponing, and schedule it.
- Review a past decision on second-tier leadership development and state honestly what you would change.
- Set out the decisions in second-tier leadership development that require sign-off and by whom.
Second-tier leadership development: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Saying the thing about second-tier leadership development that nobody wants to say
- Identify single points of dependency in second-tier leadership development and reduce them.
- Prepare the summary of second-tier leadership development that senior management will read.
- State the outcome expected from second-tier leadership development in a single sentence anyone can repeat.
- Ask the team what they think is wrong with the plan for second-tier leadership development.
Session 2Deciding on second-tier leadership development when the information will never be complete
- Estimate the resource second-tier leadership development requires to run as designed.
- Identify your successor for second-tier leadership development and the gap they need to close.
- Decide what you will delegate on second-tier leadership development and what you will not, and say why.
- Prepare how you will respond when second-tier leadership development is challenged publicly.
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.