Manage the emotional load vision formulation and execution planning places on you and on the team.
Formulating the Corporate Vision and Translating It into Realistic Execution Plans
A senior-level treatment of vision formulation and execution planning, focused on what changes outcomes.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on vision formulation and execution planning far more accurately than what their leaders announce. The hardest part of execution planning is rarely deciding — it is holding the decision when it becomes unpopular. The professional literature on this aspect of organisational leadership converges on a small set of controls that reliably work. The programme uses small-group work so that each participant's treatment of vision formulation and execution planning is examined, not just described. They leave able to brief senior management on this area of organisational leadership in terms that support a decision. Teams frequently over-invest in documenting execution planning and under-invest in testing it. It concentrates on the parts of vision formulation and execution planning that determine outcomes and treats the rest proportionately. It is designed for mixed groups, so that execution planning is examined from more than one functional angle. It ends with a prioritised list of changes to the organisational leadership discipline that the participant is prepared to defend internally.
Expected Learning Outcomes
Hold difficult conversations about execution planning early, while they are still small.
Set the minimum documentation for vision formulation and execution planning that is genuinely necessary, and stop there.
Prepare a short, evidence-based briefing on execution planning for senior management.
Compare the organisation's handling of vision formulation and execution planning with recognised practice, and close the material gaps.
Read the informal dynamics that determine whether execution planning actually moves.
Delegate responsibility for vision formulation and execution planning without losing sight of the outcome.
Who Should Attend
Those responsible for briefing external stakeholders on vision formulation and execution planning.
Newly promoted managers taking on execution planning for the first time.
Department heads and senior managers accountable for vision formulation and execution planning.
Board members and non-executives overseeing execution planning.
Anyone whose accountability for vision formulation and execution planning exceeds their current formal training in it.
Managers of geographically distributed teams handling execution planning.
Course Modules
Vision formulation and execution planning: setting direction people can act on
2 sessions · 8 pointsSession 1Building lasting competence in vision formulation and execution planning
- Verify six months later that changes to vision formulation and execution planning have held.
- Remove steps in execution planning that add effort without adding assurance.
- Benchmark the organisation's vision formulation and execution planning against comparable operations.
- Set the decision rights on execution planning: who decides, who is consulted, who is told.
Session 2Applying the standard on execution planning to your best performer
- Decide what will be stopped to create capacity for vision formulation and execution planning.
- Assess the workload execution planning adds and what you will remove to make room.
- Rank the weaknesses in vision formulation and execution planning by consequence rather than by ease of fixing.
- Give one piece of specific feedback on execution planning within the week.
Execution planning: delegation, trust and accountability
2 sessions · 8 pointsSession 1Building someone who can run execution planning without you
- Write down the reasoning behind your position on vision formulation and execution planning.
- Prepare how you will respond when execution planning is challenged publicly.
- Name the person accountable for each part of vision formulation and execution planning, not the committee.
- Set the review point at which execution planning will be reconsidered.
Session 2Recovering after a visible mistake on execution planning
- Record the rationale for each significant choice made about vision formulation and execution planning.
- Review whether execution planning is aligned with the objectives of the management team.
- Decide the point at which you would escalate vision formulation and execution planning.
- Ask the team what they think is wrong with the plan for execution planning.
Execution planning: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1The hard cases in execution planning and how to reason about them
- Name a single owner for each element of vision formulation and execution planning.
- Identify the data already collected that bears on execution planning.
- Confirm that the people affected by vision formulation and execution planning heard it from you first.
- State the outcome expected from execution planning in a single sentence anyone can repeat.
Session 2What your team concludes from how you handle vision formulation and execution planning
- Recognise publicly one person whose work on vision formulation and execution planning went unnoticed.
- Draft the minimum viable leadership plan for execution planning.
- Set escalation thresholds for vision formulation and execution planning that work out of hours.
- Set out the decisions in execution planning that require sign-off and by whom.
Execution planning: conflict, politics and informal power
2 sessions · 8 pointsSession 1Testing execution planning before relying on it
- Test the procedure for vision formulation and execution planning against a realistic scenario.
- Agree the standard on execution planning and confirm it applies to everyone.
- Build the internal briefing that explains vision formulation and execution planning to those affected.
- Identify which function can quietly block execution planning and address it directly.
Session 2Deciding on execution planning when the information will never be complete
- Identify your successor for vision formulation and execution planning and the gap they need to close.
- Confirm that those complying with execution planning understand why it exists.
- Review a past decision on vision formulation and execution planning and state honestly what you would change.
- Establish what evidence demonstrates execution planning is under control.
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.