Communicate the reasoning behind internal resource negotiation, not only the conclusion.
Internal Negotiation over Resources and Budgets Between Departments
Turn internal resource negotiation from a stated policy into a practice your organisation can evidence.
📍 Cairo🗓️ 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 internal resource negotiation is earned separately. The hardest part of this area of organisational leadership is rarely deciding — it is holding the decision when it becomes unpopular. The programme works equally well for those formalising this aspect of organisational leadership for the first time and those improving an existing approach. What blocks progress on internal resource negotiation is usually unclear ownership rather than unclear intent. Participants finish able to explain this part of organisational leadership to a non-specialist audience without losing precision. Work is grounded in real cases drawn from the wider organisational leadership agenda, which each participant adapts to conditions in their own organisation. The programme converts internal resource negotiation from an area of general awareness into a set of repeatable practices. The professional literature on the organisational leadership capability converges on a small set of controls that reliably work. Participants finish with a short, specific brief on the practice within organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
Design a training and briefing approach that sustains competence in internal resource negotiation.
Build a concise leadership plan for internal resource negotiation that colleagues can follow without further explanation.
Read the informal dynamics that determine whether internal resource negotiation actually moves.
Present the case for investment in internal resource negotiation in terms that a finance function will accept.
Review your own performance on internal resource negotiation as rigorously as you review others'.
Judge when to escalate internal resource negotiation and when to absorb it.
Who Should Attend
Executives leading multi-function programmes involving internal resource negotiation.
Staff seconded into improvement work on internal resource negotiation.
Training and development staff building internal capability in internal resource negotiation.
Board members and non-executives overseeing internal resource negotiation.
Team leaders responsible for daily delivery of internal resource negotiation.
Managers of geographically distributed teams handling internal resource negotiation.
Course Modules
Internal resource negotiation: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Holding the line on internal resource negotiation when it costs you
- Agree the standard on internal resource negotiation and confirm it applies to everyone.
- Ask the team what they think is wrong with the plan for internal resource negotiation.
- Decide what will be stopped to create capacity for internal resource negotiation.
- Give one piece of specific feedback on internal resource negotiation within the week.
Session 2Showing that internal resource negotiation changed something measurable
- Write down the reasoning behind your position on internal resource negotiation.
- Check whether incentives anywhere reward behaviour that undermines internal resource negotiation.
- Confirm that the people affected by internal resource negotiation heard it from you first.
- Set the decision rights on internal resource negotiation: who decides, who is consulted, who is told.
Internal resource negotiation: conflict, politics and informal power
2 sessions · 8 pointsSession 1Moving internal resource negotiation through people who do not report to you
- Estimate the resource internal resource negotiation requires to run as designed.
- Identify the conversation about internal resource negotiation you have been postponing, and schedule it.
- Build the competence framework that supports internal resource negotiation.
- Name the person accountable for each part of internal resource negotiation, not the committee.
Session 2Reading the room before proposing internal resource negotiation
- Check that records of internal resource negotiation answer the questions likely to be asked.
- Compare the cost of internal resource negotiation with the cost of its absence.
- Decide what you will delegate on internal resource negotiation and what you will not, and say why.
- Agree the indicators that will show whether internal resource negotiation is improving.
Internal resource negotiation: the conversations that decide the outcome
2 sessions · 8 pointsSession 1The decisions in internal resource negotiation that cannot be delegated
- Assess the workload internal resource negotiation adds and what you will remove to make room.
- Set the review interval for internal resource negotiation and who attends.
- Rank the weaknesses in internal resource negotiation by consequence rather than by ease of fixing.
- Decide the point at which you would escalate internal resource negotiation.
Session 2Applying the standard on internal resource negotiation to your best performer
- Confirm that contractual obligations around internal resource negotiation are understood.
- Set the review point at which internal resource negotiation will be reconsidered.
- Establish what evidence demonstrates internal resource negotiation is under control.
- Establish who is informed, consulted and accountable in internal resource negotiation.
Internal resource negotiation: building the bench and letting go
2 sessions · 8 pointsSession 1Building the method for internal resource negotiation step by step
- Identify the data already collected that bears on internal resource negotiation.
- Review a past decision on internal resource negotiation and state honestly what you would change.
- Arrange the handover of internal resource negotiation so capability survives staff changes.
- Identify your successor for internal resource negotiation and the gap they need to close.
Session 2Reviewing internal resource negotiation when nothing has gone wrong
- Anticipate the objections internal resource negotiation will raise and prepare the answers.
- Plan the sequence in which improvements to internal resource negotiation will be introduced.
- Remove steps in internal resource negotiation that add effort without adding assurance.
- Recognise publicly one person whose work on internal resource negotiation went unnoticed.
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
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