Set direction on leadership during internal investigations that people can act on without further interpretation.
Leadership During Internal Investigations and Legal Crises
A structured, applied course in leadership during internal investigations — designed to be used the week you return.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on leadership during internal investigations, which nobody trained them for. When internal investigations is unclear, people default to protecting their own function. Benchmarking exercises repeatedly place the practice within organisational leadership among the areas with the widest performance spread. It is written for people who have to make leadership during internal investigations work with the resources they already have. The programme takes participants through this part of organisational leadership end to end, from framing the problem to closing it out. Participants develop a defensible line of reasoning for the choices they make about internal investigations. Exercises escalate in difficulty, ending with the ambiguous situations that make leadership during internal investigations hard in practice. A common pattern is strong design of internal investigations paired with weak follow-through. Work concludes with a self-assessment of the organisational leadership discipline that participants can repeat annually.
Expected Learning Outcomes
Build a register of the risks attaching to internal investigations and keep it current.
Diagnose whether a problem in leadership during internal investigations is one of design, resourcing or discipline.
Design a practical operating method for internal investigations that fits the organisation's size and maturity.
Manage the emotional load leadership during internal investigations places on you and on the team.
Align the incentives of different functions so internal investigations is not quietly sabotaged.
Build coalitions across functions to make leadership during internal investigations stick.
Who Should Attend
Technical staff being prepared for supervisory responsibility over leadership during internal investigations.
Team leaders responsible for daily delivery of internal investigations.
Project and programme managers whose delivery depends on leadership during internal investigations.
Executives leading multi-function programmes involving internal investigations.
Project and programme managers whose success depends on leadership during internal investigations.
Department heads and senior managers accountable for internal investigations.
Course Modules
Leadership during internal investigations: conflict, politics and informal power
2 sessions · 8 pointsSession 1Reading the room before proposing leadership during internal investigations
- Collect evidence on the present handling of leadership during internal investigations before proposing changes.
- Give one piece of specific feedback on internal investigations within the week.
- Identify your successor for leadership during internal investigations and the gap they need to close.
- Decide what will be stopped to create capacity for internal investigations.
Session 2The hard cases in internal investigations and how to reason about them
- Compare the cost of leadership during internal investigations with the cost of its absence.
- Review a past decision on internal investigations and state honestly what you would change.
- Prepare the response for the most likely failure in leadership during internal investigations.
- Set the decision rights on internal investigations: who decides, who is consulted, who is told.
Internal investigations: delegation, trust and accountability
2 sessions · 8 pointsSession 1What your team concludes from how you handle internal investigations
- Confirm that reporting on leadership during internal investigations reaches the people who can act.
- Assess the workload internal investigations adds and what you will remove to make room.
- Recognise publicly one person whose work on leadership during internal investigations went unnoticed.
- Rehearse the briefing on internal investigations that would follow an incident.
Session 2Keeping internal investigations alive after the initial push
- Anticipate the objections leadership during internal investigations will raise and prepare the answers.
- Prepare how you will respond when internal investigations is challenged publicly.
- Set out how exceptions to leadership during internal investigations are requested and approved.
- Close out actions on internal investigations rather than leaving them open indefinitely.
Internal investigations: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Showing that internal investigations changed something measurable
- State the outcome expected from leadership during internal investigations in a single sentence anyone can repeat.
- Distinguish symptoms from causes when internal investigations underperforms.
- Check that leadership during internal investigations still works when volumes rise unexpectedly.
- Decide the point at which you would escalate internal investigations.
Session 2Recovering after a visible mistake on leadership during internal investigations
- Confirm that the people affected by leadership during internal investigations heard it from you first.
- Set the review point at which internal investigations will be reconsidered.
- Test the procedure for leadership during internal investigations against a realistic scenario.
- Name the person accountable for each part of internal investigations, not the committee.
Internal investigations: the conversations that decide the outcome
2 sessions · 8 pointsSession 1The decisions in internal investigations that cannot be delegated
- Identify which function can quietly block leadership during internal investigations and address it directly.
- Set out the decisions in internal investigations that require sign-off and by whom.
- Remove steps in leadership during internal investigations that add effort without adding assurance.
- Ask the team what they think is wrong with the plan for internal investigations.
Session 2Saying the thing about internal investigations that nobody wants to say
- Test whether the team can explain leadership during internal investigations in their own words.
- Decide what you will delegate on internal investigations and what you will not, and say why.
- Record what was learned when leadership during internal investigations did not go as planned.
- Agree the smallest change to internal investigations that would be visibly useful.
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.