When multi-generational change leadership is unclear, people default to protecting their own function. Teams read what their leaders tolerate on the wider organisational leadership agenda far more accurately than what their leaders announce. The course covers the organisational leadership capability at the level of detail needed to act, and stops there. The professional literature on multi-generational change leadership converges on a small set of controls that reliably work. Participants gain a realistic view of what the wider organisational leadership agenda costs and what it returns. Ambition around the practice within organisational leadership outruns capacity unless the sequencing is deliberate. The method assumes participants will be challenged on their handling of multi-generational change leadership and prepares them for it. The content is relevant to those who own the organisational leadership discipline and to those who are held accountable for its results. The course ends by identifying what the participant will stop doing to make the wider organisational leadership agenda sustainable.
Expected Learning Outcomes
✓
Set standards on multi-generational change leadership and apply them consistently regardless of who is involved.
✓
Communicate the purpose of multi-generational change leadership to those who have to comply with it.
✓
Structure records of multi-generational change leadership so that they answer the questions an auditor will actually ask.
✓
Make decisions on multi-generational change leadership at the right speed for the risk involved.
✓
Review your own performance on multi-generational change leadership as rigorously as you review others'.
✓
Build coalitions across functions to make multi-generational change leadership stick.
✓
Integrate multi-generational change leadership into existing management routines rather than running it separately.
Who Should Attend
✓
Newly promoted managers taking on multi-generational change leadership for the first time.
✓
Managers of geographically distributed teams handling multi-generational change leadership.
✓
Project and programme managers whose success depends on multi-generational change leadership.
✓
Internal auditors reviewing how multi-generational change leadership is designed and operated.
✓
High-potential staff being prepared for wider responsibility for multi-generational change leadership.
✓
Public sector officials applying multi-generational change leadership within a regulated framework.
