Ensure decisions taken under personal self-leadership and discipline would withstand external scrutiny.
Developing Self-Leadership and Personal Discipline Skills
Practical training in personal self-leadership and discipline, grounded in real cases and applied to your own operation.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for personal self-leadership and discipline that managers quietly work around has already failed. People decide what self-leadership and discipline really means by watching who gets promoted. The level assumes working familiarity with the workforce but no prior formal training in this part of people management and development. The version of personal self-leadership and discipline described in the manual and the version practised on the floor tend to diverge over time. Participants develop a defensible line of reasoning for the choices they make about the practice within people management and development. Sessions alternate between guided analysis of self-leadership and discipline and supervised application. The course gives participants a defensible structure for personal self-leadership and discipline and the judgement to adapt it. Where self-leadership and discipline is measured, it improves; where it is only discussed, it drifts. The programme closes with an action plan for this strand of people management and development that each participant writes for their own organisation.
Expected Learning Outcomes
Design the appeals or grievance route attached to self-leadership and discipline.
Pilot changes to personal self-leadership and discipline before rolling them out organisation-wide.
Reduce avoidable variation in how self-leadership and discipline is carried out across teams.
Draw practical lessons from failures in personal self-leadership and discipline without assigning blame that suppresses reporting.
Design a policy on self-leadership and discipline that is fair, lawful and actually usable by line managers.
Test the organisation's response to personal self-leadership and discipline under conditions that are less than ideal.
Who Should Attend
Public sector personnel officers applying personal self-leadership and discipline within regulation.
Line managers who apply self-leadership and discipline in practice.
Members of committees that take decisions affecting personal self-leadership and discipline.
Legal and compliance advisers reviewing self-leadership and discipline.
Recruitment and resourcing staff affected by personal self-leadership and discipline.
Staff seconded into improvement work on self-leadership and discipline.
Course Modules
Personal self-leadership and discipline: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1What has to be agreed before work on personal self-leadership and discipline starts
- Set the consistency check that catches uneven application of personal self-leadership and discipline.
- Identify the data the organisation already holds that bears on self-leadership and discipline.
- Confirm that reporting on personal self-leadership and discipline reaches the people who can act.
- Define who decides on self-leadership and discipline and who may only recommend.
Session 2Where self-leadership and discipline typically breaks, and why
- Train line managers on personal self-leadership and discipline rather than handling every case centrally.
- Set the review interval for self-leadership and discipline and who attends.
- Prepare the summary of personal self-leadership and discipline that senior management will read.
- Build the appeals route for self-leadership and discipline and publish it.
Self-leadership and discipline: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1The conversation about self-leadership and discipline managers most often avoid
- Test the policy on personal self-leadership and discipline against three real cases from the past year.
- Agree the smallest change to self-leadership and discipline that would be visibly useful.
- Check that personal self-leadership and discipline complies with current labour regulation in every location.
- Design the communication for self-leadership and discipline around the questions people will actually ask.
Session 2Building manager capability in self-leadership and discipline rather than owning it centrally
- Review whether personal self-leadership and discipline is aligned with the objectives of the workforce.
- Ask employees what self-leadership and discipline feels like from their side.
- Draft the minimum viable people policy for personal self-leadership and discipline.
- Arrange the handover of self-leadership and discipline so capability survives staff changes.
Self-leadership and discipline: capability across the management line
2 sessions · 8 pointsSession 1Appeals and grievances arising from self-leadership and discipline
- Decide what will be stopped to create capacity for personal self-leadership and discipline.
- State the purpose of self-leadership and discipline in one sentence a new manager would understand.
- Rank the weaknesses in personal self-leadership and discipline by consequence rather than by ease of fixing.
- Reduce the variation in how self-leadership and discipline is carried out between teams.
Session 2Testing personal self-leadership and discipline before relying on it
- Document the reasoning for every exception granted under personal self-leadership and discipline.
- Estimate the cost of self-leadership and discipline and the cost of leaving it unchanged.
- Build the internal briefing that explains personal self-leadership and discipline to those affected.
- Verify six months later that changes to self-leadership and discipline have held.
Self-leadership and discipline: fairness, equity and consistency
2 sessions · 8 pointsSession 1The exception to self-leadership and discipline that sets the precedent
- Measure the effect of personal self-leadership and discipline on retention and performance, not activity.
- Map the handovers in self-leadership and discipline between functions and secure them.
- Compare intended and actual outcomes of personal self-leadership and discipline honestly.
- Pilot changes to self-leadership and discipline in one area before wider rollout.
Session 2Reviewing self-leadership and discipline against what actually happened
- Benchmark the organisation's personal self-leadership and discipline against comparable operations.
- Estimate the resource self-leadership and discipline requires to run as designed.
- Script the difficult conversation personal self-leadership and discipline requires and rehearse it.
- Record what was learned when self-leadership and discipline did not go as planned.
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.