Communicate the reasoning behind leading research and development teams, not only the conclusion.
Leading Research and Development Teams Towards Applied Innovation
Practical training in leading research and development teams, grounded in real cases and applied to your own operation.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in leading research and development teams is earned separately. When development teams is unclear, people default to protecting their own function. Participants apply this aspect of organisational leadership to their own management team throughout, so the output is directly usable. Field experience suggests that the barrier to better leading research and development teams is rarely technical. This programme builds the practice within organisational leadership from first principles, without padding and without omitting what matters. Ambition around development teams outruns capacity unless the sequencing is deliberate. Participants gain a realistic view of what leading research and development teams costs and what it returns. It is appropriate for those preparing to take on wider responsibility for development teams. The final session converts the week's work on this strand of organisational leadership into commitments with owners and dates.
Expected Learning Outcomes
Structure records of development teams so that they answer the questions an auditor will actually ask.
Agree the first three actions on leading research and development teams that will be taken on returning to work.
Resolve conflict about development teams without leaving residue.
Communicate the purpose of leading research and development teams to those who have to comply with it.
Protect the team's capacity so development teams is not delivered through exhaustion.
Hold difficult conversations about leading research and development teams early, while they are still small.
Who Should Attend
Members of committees that take decisions affecting leading research and development teams.
High-potential staff being prepared for wider responsibility for development teams.
Public sector managers applying leading research and development teams within institutional constraints.
Team leaders responsible for daily delivery of development teams.
Newly promoted managers taking on leading research and development teams for the first time.
Managers with direct responsibility for development teams within the management team.
Course Modules
Leading research and development teams: delegation, trust and accountability
2 sessions · 8 pointsSession 1The decisions in leading research and development teams that cannot be delegated
- Prepare how you will respond when leading research and development teams is challenged publicly.
- Confirm that contractual obligations around development teams are understood.
- Set escalation thresholds for leading research and development teams that work out of hours.
- Assign responsibility for keeping documentation of development teams current.
Session 2What your team concludes from how you handle development teams
- Decide the point at which you would escalate leading research and development teams.
- Identify where judgement in development teams is legitimate and where it is not.
- Rehearse the briefing on leading research and development teams that would follow an incident.
- Assess the workload development teams adds and what you will remove to make room.
Development teams: conflict, politics and informal power
2 sessions · 8 pointsSession 1Building someone who can run development teams without you
- Establish who is informed, consulted and accountable in leading research and development teams.
- Set the decision rights on development teams: who decides, who is consulted, who is told.
- Identify your successor for leading research and development teams and the gap they need to close.
- Anticipate the objections development teams will raise and prepare the answers.
Session 2Building the method for development teams step by step
- Compare the cost of leading research and development teams with the cost of its absence.
- Confirm that the people affected by development teams heard it from you first.
- Check whether incentives anywhere reward behaviour that undermines leading research and development teams.
- Ask the team what they think is wrong with the plan for development teams.
Development teams: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1The meeting that finally unblocks development teams
- Test the procedure for leading research and development teams against a realistic scenario.
- Write down the reasoning behind your position on development teams.
- Prepare the response for the most likely failure in leading research and development teams.
- Set the review interval for development teams and who attends.
Session 2The hard cases in leading research and development teams and how to reason about them
- Give one piece of specific feedback on leading research and development teams within the week.
- Identify the conversation about development teams you have been postponing, and schedule it.
- Recognise publicly one person whose work on leading research and development teams went unnoticed.
- Review a past decision on development teams and state honestly what you would change.
Development teams: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Recovering after a visible mistake on development teams
- Set the review point at which leading research and development teams will be reconsidered.
- Decide what will be stopped to create capacity for development teams.
- Test whether the team can explain leading research and development teams in their own words.
- State the outcome expected from development teams in a single sentence anyone can repeat.
Session 2Applying the standard on development teams to your best performer
- Prepare the summary of leading research and development teams that senior management will read.
- Benchmark the organisation's development teams against comparable operations.
- Establish the boundary of leading research and development teams and record what sits outside it.
- Establish what evidence demonstrates development teams is under control.
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.