Teams read what their leaders tolerate on finance for non-financial managers far more accurately than what their leaders announce. The hardest part of non-financial managers is rarely deciding — it is holding the decision when it becomes unpopular. The level assumes working familiarity with the management team but no prior formal training in this area of organisational leadership. Across sectors, teams that rehearse finance for non-financial managers outperform teams that only plan it. Every module pairs a short input on this aspect of organisational leadership with structured practice on the participant's own material. What blocks progress on non-financial managers is usually unclear ownership rather than unclear intent. The outcome is a practitioner who can hold a position on finance for non-financial managers and revise it on evidence. The course gives participants a defensible structure for non-financial managers and the judgement to adapt it. The programme closes with an action plan for the practice within organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
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Document decisions about finance for non-financial managers in a form that remains useful after the people change.
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Protect the team's capacity so non-financial managers is not delivered through exhaustion.
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Set direction on finance for non-financial managers that people can act on without further interpretation.
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Manage the emotional load non-financial managers places on you and on the team.
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Build the internal capability for finance for non-financial managers rather than depending on external support indefinitely.
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Judge when to escalate non-financial managers and when to absorb it.
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Select indicators that show whether finance for non-financial managers is improving, and reject those that only look useful.
Who Should Attend
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Consultants coaching leadership teams on finance for non-financial managers.
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Public sector managers applying non-financial managers within institutional constraints.
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Officers preparing reports on finance for non-financial managers for boards or oversight committees.
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Staff seconded into improvement work on non-financial managers.
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High-potential staff being prepared for wider responsibility for finance for non-financial managers.
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Board members and non-executives overseeing non-financial managers.
Course Modules
Open any module to see its sessions and topics.
01
Finance for non-financial managers: influence across functions you do not control
2 sessions · 8 points
Session 1The meeting that finally unblocks finance for non-financial managers
Decide what you will delegate on finance for non-financial managers and what you will not, and say why.
Review a past decision on non-financial managers and state honestly what you would change.
Set out how exceptions to finance for non-financial managers are requested and approved.
Verify six months later that changes to non-financial managers have held.
Session 2Applying the standard on non-financial managers to your best performer
Identify the conversation about finance for non-financial managers you have been postponing, and schedule it.
Check whether incentives anywhere reward behaviour that undermines non-financial managers.
Define acceptance criteria for finance for non-financial managers in advance.
Identify which function can quietly block non-financial managers and address it directly.
