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
✓
Communicate the reasoning behind internal resource negotiation, not only the conclusion.
✓
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
Open any module to see its sessions and topics.
01
Internal resource negotiation: resilience and the personal cost of leading
2 sessions · 8 points
Session 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.
