The hardest part of emotional and social intelligence for leaders is rarely deciding — it is holding the decision when it becomes unpopular. Authority is granted by the organisation; credibility in intelligence for leaders is earned separately. The programme converts this part of organisational leadership from an area of general awareness into a set of repeatable practices. It is designed for mixed groups, so that emotional and social intelligence for leaders is examined from more than one functional angle. Across sectors, teams that rehearse the practice within organisational leadership outperform teams that only plan it. Most organisations already have a policy on intelligence for leaders; far fewer can show it working. Cases are chosen to expose the trade-offs in emotional and social intelligence for leaders rather than to illustrate ideal conditions. The course leaves participants able to diagnose weaknesses in intelligence for leaders before they become incidents. Work concludes with a self-assessment of this part of organisational leadership that participants can repeat annually.
Expected Learning Outcomes
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Set direction on emotional and social intelligence for leaders that people can act on without further interpretation.
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Design a training and briefing approach that sustains competence in intelligence for leaders.
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Reduce avoidable variation in how emotional and social intelligence for leaders is carried out across teams.
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Review your own performance on intelligence for leaders as rigorously as you review others'.
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Set standards on emotional and social intelligence for leaders and apply them consistently regardless of who is involved.
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Translate policy on intelligence for leaders into procedures that hold up under day-to-day pressure.
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Resolve conflict about emotional and social intelligence for leaders without leaving residue.
Who Should Attend
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Managers of geographically distributed teams handling emotional and social intelligence for leaders.
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High-potential staff being prepared for wider responsibility for intelligence for leaders.
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Newly promoted managers taking on emotional and social intelligence for leaders for the first time.
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Human resources partners advising leaders on intelligence for leaders.
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Procurement and contracting staff whose agreements set obligations around emotional and social intelligence for leaders.
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Technical staff being prepared for supervisory responsibility over intelligence for leaders.
Course Modules
Open any module to see its sessions and topics.
01
Emotional and social intelligence for leaders: the conversations that decide the outcome
2 sessions · 8 points
Session 1Reading the room before proposing emotional and social intelligence for leaders
State the outcome expected from emotional and social intelligence for leaders in a single sentence anyone can repeat.
Identify the data already collected that bears on intelligence for leaders.
Assess the workload emotional and social intelligence for leaders adds and what you will remove to make room.
Set escalation thresholds for intelligence for leaders that work out of hours.
Session 2What your team concludes from how you handle intelligence for leaders
Set the decision rights on emotional and social intelligence for leaders: who decides, who is consulted, who is told.
Confirm that contractual obligations around intelligence for leaders are understood.
Rehearse the briefing on emotional and social intelligence for leaders that would follow an incident.
Identify which function can quietly block intelligence for leaders and address it directly.
02
Intelligence for leaders: measuring whether leadership actually changed anything
2 sessions · 8 points
Session 1What has to be agreed before work on intelligence for leaders starts
Establish what evidence demonstrates emotional and social intelligence for leaders is under control.
Give one piece of specific feedback on intelligence for leaders within the week.
Anticipate the objections emotional and social intelligence for leaders will raise and prepare the answers.
Identify the conversation about intelligence for leaders you have been postponing, and schedule it.
Session 2Building lasting competence in intelligence for leaders
Prepare how you will respond when emotional and social intelligence for leaders is challenged publicly.
Identify your successor for intelligence for leaders and the gap they need to close.
Write down the reasoning behind your position on emotional and social intelligence for leaders.
Agree the standard on intelligence for leaders and confirm it applies to everyone.
03
Intelligence for leaders: influence across functions you do not control
2 sessions · 8 points
Session 1What to measure in intelligence for leaders and what to ignore
Identify single points of dependency in emotional and social intelligence for leaders and reduce them.
Estimate the resource intelligence for leaders requires to run as designed.
Agree the indicators that will show whether emotional and social intelligence for leaders is improving.
Recognise publicly one person whose work on intelligence for leaders went unnoticed.
Session 2Saying the thing about emotional and social intelligence for leaders that nobody wants to say
Decide the point at which you would escalate emotional and social intelligence for leaders.
Assign responsibility for keeping documentation of intelligence for leaders current.
Review a past decision on emotional and social intelligence for leaders and state honestly what you would change.
Check that records of intelligence for leaders answer the questions likely to be asked.
04
Intelligence for leaders: resilience and the personal cost of leading
2 sessions · 8 points
Session 1The meeting that finally unblocks intelligence for leaders
Set out the decisions in emotional and social intelligence for leaders that require sign-off and by whom.
Check whether incentives anywhere reward behaviour that undermines intelligence for leaders.
Prepare the summary of emotional and social intelligence for leaders that senior management will read.
Set out how exceptions to intelligence for leaders are requested and approved.
Session 2Deciding on intelligence for leaders when the information will never be complete
Test whether the team can explain emotional and social intelligence for leaders in their own words.
Test the procedure for intelligence for leaders against a realistic scenario.
Name a single owner for each element of emotional and social intelligence for leaders.
Set the review point at which intelligence for leaders will be reconsidered.
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.
