Set standards on leadership communication and influence and apply them consistently regardless of who is involved.
Leadership Communication Skills and Influencing Others
A concise, decision-focused programme covering leadership communication and influence end to end.
📍 Istanbul🗓️ 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 leadership communication and influence far more accurately than what their leaders announce. The hardest part of communication and influence is rarely deciding — it is holding the decision when it becomes unpopular. Each session closes with a decision the participant must justify about this aspect of organisational leadership in their own setting. The version of leadership communication and influence described in the manual and the version practised on the floor tend to diverge over time. The outcome is a practitioner who can hold a position on the organisational leadership capability and revise it on evidence. It suits anyone whose decisions touch communication and influence, in large organisations and small ones alike. Content is organised around the decisions practitioners actually face in leadership communication and influence, not around theory headings. Mature organisations treat communication and influence as a standing capability rather than a project that finishes. Participants leave with a first-ninety-days plan for this aspect of organisational leadership rather than a set of notes.
Expected Learning Outcomes
Structure records of communication and influence so that they answer the questions an auditor will actually ask.
Develop successors capable of running leadership communication and influence without you.
Align the incentives of different functions so communication and influence is not quietly sabotaged.
Adapt recognised practice on leadership communication and influence to local constraints without hollowing it out.
Resolve conflict about communication and influence without leaving residue.
Agree the first three actions on leadership communication and influence that will be taken on returning to work.
Who Should Attend
Consultants coaching leadership teams on leadership communication and influence.
Managers in small and medium organisations who own communication and influence alongside other duties.
Executives leading multi-function programmes involving leadership communication and influence.
Public sector managers applying communication and influence within institutional constraints.
Department heads accountable for the results of leadership communication and influence.
High-potential staff being prepared for wider responsibility for communication and influence.
Course Modules
Leadership communication and influence: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Saying the thing about leadership communication and influence that nobody wants to say
- Establish who is informed, consulted and accountable in leadership communication and influence.
- Review whether communication and influence is aligned with the objectives of the management team.
- Identify where judgement in leadership communication and influence is legitimate and where it is not.
- Agree the indicators that will show whether communication and influence is improving.
Session 2Reading the current state of communication and influence honestly
- Establish the boundary of leadership communication and influence and record what sits outside it.
- Set escalation thresholds for communication and influence that work out of hours.
- Name the person accountable for each part of leadership communication and influence, not the committee.
- Name a single owner for each element of communication and influence.
Communication and influence: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Holding the line on communication and influence when it costs you
- Identify the conversation about leadership communication and influence you have been postponing, and schedule it.
- Recognise publicly one person whose work on communication and influence went unnoticed.
- Identify single points of dependency in leadership communication and influence and reduce them.
- Rehearse the briefing on communication and influence that would follow an incident.
Session 2Delegating communication and influence without abandoning it
- Anticipate the objections leadership communication and influence will raise and prepare the answers.
- Identify the data already collected that bears on communication and influence.
- Check that leadership communication and influence still works when volumes rise unexpectedly.
- Set the decision rights on communication and influence: who decides, who is consulted, who is told.
Communication and influence: performance, standards and consistency
2 sessions · 8 pointsSession 1What has to be agreed before work on communication and influence starts
- Ask the team what they think is wrong with the plan for leadership communication and influence.
- Define acceptance criteria for communication and influence in advance.
- Decide the point at which you would escalate leadership communication and influence.
- Write down the reasoning behind your position on communication and influence.
Session 2Building someone who can run leadership communication and influence without you
- Confirm that those complying with leadership communication and influence understand why it exists.
- Give one piece of specific feedback on communication and influence within the week.
- Prepare the summary of leadership communication and influence that senior management will read.
- Identify your successor for communication and influence and the gap they need to close.
Communication and influence: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Closing out communication and influence and capturing what was learned
- Decide what you will delegate on leadership communication and influence and what you will not, and say why.
- Check whether incentives anywhere reward behaviour that undermines communication and influence.
- Prepare how you will respond when leadership communication and influence is challenged publicly.
- Review a past decision on communication and influence and state honestly what you would change.
Session 2The meeting that finally unblocks communication and influence
- Benchmark the organisation's leadership communication and influence against comparable operations.
- Test whether the team can explain communication and influence in their own words.
- Assess the workload leadership communication and influence adds and what you will remove to make room.
- Confirm that the people affected by communication and influence heard it from you first.
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.