Hold difficult conversations about multinational project team leadership early, while they are still small.
Leading Multinational Teams on Major International Projects
A structured, applied course in multinational project team leadership — designed to be used the week you return.
📍 Abu Dhabi🗓️ 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 multinational project team leadership far more accurately than what their leaders announce. The hardest part of team leadership is rarely deciding — it is holding the decision when it becomes unpopular. It concentrates on the parts of the wider organisational leadership agenda that determine outcomes and treats the rest proportionately. The difficulty is not agreeing that multinational project team leadership matters — it is deciding what to stop doing to make room for it. Participants who influence this area of organisational leadership without directly controlling it will find the content directly usable. Across sectors, teams that rehearse team leadership outperform teams that only plan it. Cases are chosen to expose the trade-offs in multinational project team leadership rather than to illustrate ideal conditions. Participants take away a working set of documents supporting team leadership, ready to be adapted internally. The programme ends where implementation begins, with the organisational leadership capability broken into steps someone can start on Monday.
Expected Learning Outcomes
Set standards on team leadership and apply them consistently regardless of who is involved.
Set direction on multinational project team leadership that people can act on without further interpretation.
Design a training and briefing approach that sustains competence in team leadership.
Distinguish the parts of multinational project team leadership that must be standardised from those that require judgement.
Judge when to escalate team leadership and when to absorb it.
Set the minimum documentation for multinational project team leadership that is genuinely necessary, and stop there.
Who Should Attend
Those responsible for briefing external stakeholders on multinational project team leadership.
Technical staff being prepared for supervisory responsibility over team leadership.
Founders and owner-managers formalising multinational project team leadership as the organisation grows.
Department heads and senior managers accountable for team leadership.
Human resources partners advising leaders on multinational project team leadership.
Public sector managers applying team leadership within institutional constraints.
Course Modules
Multinational project team leadership: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1What to measure in multinational project team leadership and what to ignore
- Draft the minimum viable leadership plan for multinational project team leadership.
- Define acceptance criteria for team leadership in advance.
- Agree what will be standardised in multinational project team leadership and what will not.
- Build the competence framework that supports team leadership.
Session 2Deciding on team leadership when the information will never be complete
- Plan the sequence in which improvements to multinational project team leadership will be introduced.
- Establish who is informed, consulted and accountable in team leadership.
- Check whether incentives anywhere reward behaviour that undermines multinational project team leadership.
- Write down the reasoning behind your position on team leadership.
Team leadership: delegation, trust and accountability
2 sessions · 8 pointsSession 1Reading the room before proposing team leadership
- Review a past decision on multinational project team leadership and state honestly what you would change.
- Identify the conversation about team leadership you have been postponing, and schedule it.
- Test whether the team can explain multinational project team leadership in their own words.
- Arrange the handover of team leadership so capability survives staff changes.
Session 2Keeping team leadership alive after the initial push
- Name the person accountable for each part of multinational project team leadership, not the committee.
- State the outcome expected from team leadership in a single sentence anyone can repeat.
- Set out how exceptions to multinational project team leadership are requested and approved.
- Identify which function can quietly block team leadership and address it directly.
Team leadership: influence across functions you do not control
2 sessions · 8 pointsSession 1Holding the line on team leadership when it costs you
- Rank the weaknesses in multinational project team leadership by consequence rather than by ease of fixing.
- Set out the decisions in team leadership that require sign-off and by whom.
- Collect evidence on the present handling of multinational project team leadership before proposing changes.
- Decide the point at which you would escalate team leadership.
Session 2The meeting that finally unblocks multinational project team leadership
- Agree the standard on multinational project team leadership and confirm it applies to everyone.
- Set the review interval for team leadership and who attends.
- Prepare how you will respond when multinational project team leadership is challenged publicly.
- Identify your successor for team leadership and the gap they need to close.
Team leadership: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1What has to be agreed before work on team leadership starts
- Give one piece of specific feedback on multinational project team leadership within the week.
- Anticipate the objections team leadership will raise and prepare the answers.
- Prepare the summary of multinational project team leadership that senior management will read.
- Close out actions on team leadership rather than leaving them open indefinitely.
Session 2Delegating team leadership without abandoning it
- Assess the workload multinational project team leadership adds and what you will remove to make room.
- Decide what you will delegate on team leadership and what you will not, and say why.
- Name a single owner for each element of multinational project team leadership.
- Confirm that the people affected by team leadership 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.