Reduce avoidable variation in how self-leadership and discipline is carried out across teams.
Lead Yourself First: Self-Discipline and Personal Management
A practical programme in self-leadership and discipline for professionals who are accountable for results, not just awareness.
📍 Cairo🗓️ 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 self-leadership and discipline far more accurately than what their leaders announce. Managers are promoted for competence and then judged on the organisational leadership capability, which nobody trained them for. Discussion is anchored to worked examples of the organisational leadership discipline rather than to abstract argument. Most organisations already have a policy on self-leadership and discipline; far fewer can show it working. The course covers this strand of organisational leadership at the level of detail needed to act, and stops there. The most reliable predictor of sound the organisational leadership discipline is whether anyone reviews it when nothing has gone wrong. It suits anyone whose decisions touch self-leadership and discipline, in large organisations and small ones alike. They gain the ability to sequence improvements to this strand of organisational leadership in an order their organisation can absorb. Participants leave with a plan for the organisational leadership capability sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Design a training and briefing approach that sustains competence in self-leadership and discipline.
Align the incentives of different functions so self-leadership and discipline is not quietly sabotaged.
Assign clear ownership for each element of self-leadership and discipline across the functions involved.
Set direction on self-leadership and discipline that people can act on without further interpretation.
Translate self-leadership and discipline into objectives each person can see themselves in.
Read the informal dynamics that determine whether self-leadership and discipline actually moves.
Who Should Attend
Executives leading multi-function programmes involving self-leadership and discipline.
Human resources partners advising leaders on self-leadership and discipline.
Experienced practitioners formalising an approach to self-leadership and discipline that has grown up informally.
Board members and non-executives overseeing self-leadership and discipline.
Project and programme managers whose success depends on self-leadership and discipline.
Team leaders and supervisors who put self-leadership and discipline into practice day to day.
Course Modules
Self-leadership and discipline: conflict, politics and informal power
2 sessions · 8 pointsSession 1Applying the standard on self-leadership and discipline to your best performer
- Assess the workload self-leadership and discipline adds and what you will remove to make room.
- Set the review point at which self-leadership and discipline will be reconsidered.
- Build the internal briefing that explains self-leadership and discipline to those affected.
- Plan the sequence in which improvements to self-leadership and discipline will be introduced.
Session 2Holding the line on self-leadership and discipline when it costs you
- Verify six months later that changes to self-leadership and discipline have held.
- Prepare how you will respond when self-leadership and discipline is challenged publicly.
- Name a single owner for each element of self-leadership and discipline.
- Establish the boundary of self-leadership and discipline and record what sits outside it.
Self-leadership and discipline: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Reading the room before proposing self-leadership and discipline
- Record the rationale for each significant choice made about self-leadership and discipline.
- Agree the indicators that will show whether self-leadership and discipline is improving.
- Identify the data already collected that bears on self-leadership and discipline.
- Recognise publicly one person whose work on self-leadership and discipline went unnoticed.
Session 2Building the method for self-leadership and discipline step by step
- Decide the point at which you would escalate self-leadership and discipline.
- Identify where judgement in self-leadership and discipline is legitimate and where it is not.
- Prepare the response for the most likely failure in self-leadership and discipline.
- Test whether the team can explain self-leadership and discipline in their own words.
Self-leadership and discipline: influence across functions you do not control
2 sessions · 8 pointsSession 1Deciding on self-leadership and discipline when the information will never be complete
- Agree the smallest change to self-leadership and discipline that would be visibly useful.
- Check that self-leadership and discipline still works when volumes rise unexpectedly.
- Record what was learned when self-leadership and discipline did not go as planned.
- Confirm that the people affected by self-leadership and discipline heard it from you first.
Session 2Escalation and decision rights in self-leadership and discipline
- Identify the conversation about self-leadership and discipline you have been postponing, and schedule it.
- Give one piece of specific feedback on self-leadership and discipline within the week.
- Ask the team what they think is wrong with the plan for self-leadership and discipline.
- Name the person accountable for each part of self-leadership and discipline, not the committee.
Self-leadership and discipline: building the bench and letting go
2 sessions · 8 pointsSession 1Saying the thing about self-leadership and discipline that nobody wants to say
- State the outcome expected from self-leadership and discipline in a single sentence anyone can repeat.
- Define the trigger that would require self-leadership and discipline to be redesigned.
- Review a past decision on self-leadership and discipline and state honestly what you would change.
- Write down the reasoning behind your position on self-leadership and discipline.
Session 2What has to be agreed before work on self-leadership and discipline starts
- Set the decision rights on self-leadership and discipline: who decides, who is consulted, who is told.
- Identify which function can quietly block self-leadership and discipline and address it directly.
- Draft the minimum viable leadership plan for self-leadership and discipline.
- Collect evidence on the present handling of self-leadership and discipline before proposing changes.
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.