Teams read what their leaders tolerate on multi-channel marketing expansion far more accurately than what their leaders announce. When this strand of organisational leadership is unclear, people default to protecting their own function. Ambition around the wider organisational leadership agenda outruns capacity unless the sequencing is deliberate. The programme suits teams tackling multi-channel marketing expansion together as readily as individuals attending alone. Each session closes with a decision the participant must justify about the organisational leadership capability in their own setting. The course leaves participants able to diagnose weaknesses in this part of organisational leadership before they become incidents. The programme converts multi-channel marketing expansion from an area of general awareness into a set of repeatable practices. Post-incident reviews keep identifying weaknesses in the organisational leadership capability that were visible long before the incident. The closing exercise tests whether the participant's plan for the wider organisational leadership agenda survives a hostile question.
Expected Learning Outcomes
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Hold difficult conversations about multi-channel marketing expansion early, while they are still small.
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Present the case for investment in multi-channel marketing expansion in terms that a finance function will accept.
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Communicate the reasoning behind multi-channel marketing expansion, not only the conclusion.
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Diagnose whether a problem in multi-channel marketing expansion is one of design, resourcing or discipline.
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Set direction on multi-channel marketing expansion that people can act on without further interpretation.
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Document decisions about multi-channel marketing expansion in a form that remains useful after the people change.
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Make decisions on multi-channel marketing expansion at the right speed for the risk involved.
Who Should Attend
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High-potential staff being prepared for wider responsibility for multi-channel marketing expansion.
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Consultants and advisers supporting clients on multi-channel marketing expansion.
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Quality staff verifying that multi-channel marketing expansion performs as designed.
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Managers of geographically distributed teams handling multi-channel marketing expansion.
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Project and programme managers whose success depends on multi-channel marketing expansion.
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Executives leading multi-function programmes involving multi-channel marketing expansion.
Course Modules
Open any module to see its sessions and topics.
01
Multi-channel marketing expansion: conflict, politics and informal power
2 sessions · 8 points
Session 1The meeting that finally unblocks multi-channel marketing expansion
Rehearse the briefing on multi-channel marketing expansion that would follow an incident.
Assign responsibility for keeping documentation of multi-channel marketing expansion current.
Record what was learned when multi-channel marketing expansion did not go as planned.
Identify your successor for multi-channel marketing expansion and the gap they need to close.
Session 2Delegating multi-channel marketing expansion without abandoning it
Define acceptance criteria for multi-channel marketing expansion in advance.
Anticipate the objections multi-channel marketing expansion will raise and prepare the answers.
Prepare how you will respond when multi-channel marketing expansion is challenged publicly.
Set out how exceptions to multi-channel marketing expansion are requested and approved.
02
Multi-channel marketing expansion: performance, standards and consistency
2 sessions · 8 points
Session 1Keeping multi-channel marketing expansion alive after the initial push
Ask the team what they think is wrong with the plan for multi-channel marketing expansion.
Decide the point at which you would escalate multi-channel marketing expansion.
Estimate the resource multi-channel marketing expansion requires to run as designed.
Decide what will be stopped to create capacity for multi-channel marketing expansion.
Session 2Who answers for multi-channel marketing expansion, and to whom
Name the person accountable for each part of multi-channel marketing expansion, not the committee.
Build the internal briefing that explains multi-channel marketing expansion to those affected.
Agree the indicators that will show whether multi-channel marketing expansion is improving.
Confirm that those complying with multi-channel marketing expansion understand why it exists.
