Most failures in leadership job rotation programmes trace back to a conversation someone avoided having. Managers are promoted for competence and then judged on rotation programmes, which nobody trained them for. Each session closes with a decision the participant must justify about this area of organisational leadership in their own setting. A common pattern is strong design of leadership job rotation programmes paired with weak follow-through. They gain the ability to sequence improvements to this aspect of organisational leadership in an order their organisation can absorb. This programme builds rotation programmes from first principles, without padding and without omitting what matters. Benchmarking exercises repeatedly place leadership job rotation programmes among the areas with the widest performance spread. It is designed for mixed groups, so that rotation programmes is examined from more than one functional angle. It ends with a prioritised list of changes to the wider organisational leadership agenda that the participant is prepared to defend internally.
Expected Learning Outcomes
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Recognise when leadership job rotation programmes needs a different leadership style than the one that got you here.
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Protect the team's capacity so rotation programmes is not delivered through exhaustion.
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Assign clear ownership for each element of leadership job rotation programmes across the functions involved.
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Read the informal dynamics that determine whether rotation programmes actually moves.
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Build the internal capability for leadership job rotation programmes rather than depending on external support indefinitely.
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Make decisions on rotation programmes at the right speed for the risk involved.
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Establish what evidence would demonstrate that leadership job rotation programmes is under control.
Who Should Attend
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Officers preparing reports on leadership job rotation programmes for boards or oversight committees.
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Human resources partners advising leaders on rotation programmes.
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Public sector managers applying leadership job rotation programmes within institutional constraints.
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Project and programme managers whose success depends on rotation programmes.
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Those responsible for briefing external stakeholders on leadership job rotation programmes.
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Newly promoted managers taking on rotation programmes for the first time.
Course Modules
Open any module to see its sessions and topics.
01
Leadership job rotation programmes: setting direction people can act on
2 sessions · 8 points
Session 1Where leadership job rotation programmes typically breaks, and why
Set the review interval for leadership job rotation programmes and who attends.
Record what was learned when rotation programmes did not go as planned.
Ask the team what they think is wrong with the plan for leadership job rotation programmes.
Identify the conversation about rotation programmes you have been postponing, and schedule it.
Session 2Applying the standard on rotation programmes to your best performer
Write down the reasoning behind your position on leadership job rotation programmes.
Plan the sequence in which improvements to rotation programmes will be introduced.
Establish what evidence demonstrates leadership job rotation programmes is under control.
State the outcome expected from rotation programmes in a single sentence anyone can repeat.
