Build a concise leadership plan for leadership during economic downturn that colleagues can follow without further explanation.
Leading the Organisation Through Economic Downturn and Austerity Decisions
Develop the judgement and the documentation needed to run leadership during economic downturn properly.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When leadership during economic downturn is unclear, people default to protecting their own function. Managers are promoted for competence and then judged on economic downturn, which nobody trained them for. Improvement in this part of organisational leadership stalls when it depends on one capable individual rather than a defined method. The programme is built to be used, and every section of leadership during economic downturn it covers ends in something applicable. Participants gain a realistic view of what this strand of organisational leadership costs and what it returns. Discussion is anchored to worked examples of economic downturn rather than to abstract argument. The professional literature on leadership during economic downturn converges on a small set of controls that reliably work. It is designed for mixed groups, so that economic downturn is examined from more than one functional angle. Work concludes with a self-assessment of this area of organisational leadership that participants can repeat annually.
Expected Learning Outcomes
Agree the first three actions on economic downturn that will be taken on returning to work.
Translate leadership during economic downturn into objectives each person can see themselves in.
Align economic downturn with the wider objectives of the management team rather than optimising it in isolation.
Set standards on leadership during economic downturn and apply them consistently regardless of who is involved.
Align the incentives of different functions so economic downturn is not quietly sabotaged.
Build coalitions across functions to make leadership during economic downturn stick.
Who Should Attend
Technical staff being prepared for supervisory responsibility over leadership during economic downturn.
Founders and owner-managers formalising economic downturn as the organisation grows.
Board members and non-executives overseeing leadership during economic downturn.
Executives leading multi-function programmes involving economic downturn.
Public sector managers applying leadership during economic downturn within institutional constraints.
Members of committees that take decisions affecting economic downturn.
Course Modules
Leadership during economic downturn: conflict, politics and informal power
2 sessions · 8 pointsSession 1Reading the current state of leadership during economic downturn honestly
- Recognise publicly one person whose work on leadership during economic downturn went unnoticed.
- Confirm that the people affected by economic downturn heard it from you first.
- Agree the standard on leadership during economic downturn and confirm it applies to everyone.
- Estimate the resource economic downturn requires to run as designed.
Session 2Saying the thing about economic downturn that nobody wants to say
- Establish what evidence demonstrates leadership during economic downturn is under control.
- Review a past decision on economic downturn and state honestly what you would change.
- Confirm that those complying with leadership during economic downturn understand why it exists.
- Set the review interval for economic downturn and who attends.
Economic downturn: delegation, trust and accountability
2 sessions · 8 pointsSession 1What your team concludes from how you handle economic downturn
- Name the person accountable for each part of leadership during economic downturn, not the committee.
- Arrange the handover of economic downturn so capability survives staff changes.
- Confirm that reporting on leadership during economic downturn reaches the people who can act.
- Prepare how you will respond when economic downturn is challenged publicly.
Session 2Moving economic downturn from approval to execution
- Ask the team what they think is wrong with the plan for leadership during economic downturn.
- Give one piece of specific feedback on economic downturn within the week.
- Set out the decisions in leadership during economic downturn that require sign-off and by whom.
- Assess the workload economic downturn adds and what you will remove to make room.
Economic downturn: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1The meeting that finally unblocks economic downturn
- Identify your successor for leadership during economic downturn and the gap they need to close.
- Review whether economic downturn is aligned with the objectives of the management team.
- Set escalation thresholds for leadership during economic downturn that work out of hours.
- Identify the conversation about economic downturn you have been postponing, and schedule it.
Session 2Reviewing leadership during economic downturn when nothing has gone wrong
- Identify single points of dependency in leadership during economic downturn and reduce them.
- Identify the data already collected that bears on economic downturn.
- Decide what you will delegate on leadership during economic downturn and what you will not, and say why.
- Confirm that contractual obligations around economic downturn are understood.
Economic downturn: influence across functions you do not control
2 sessions · 8 pointsSession 1Delegating economic downturn without abandoning it
- Set the decision rights on leadership during economic downturn: who decides, who is consulted, who is told.
- Distinguish symptoms from causes when economic downturn underperforms.
- Set the review point at which leadership during economic downturn will be reconsidered.
- Rank the weaknesses in economic downturn by consequence rather than by ease of fixing.
Session 2Applying the standard on economic downturn to your best performer
- Test whether the team can explain leadership during economic downturn in their own words.
- Name a single owner for each element of economic downturn.
- Record the rationale for each significant choice made about leadership during economic downturn.
- Identify which function can quietly block economic downturn and address it directly.
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
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