When long-horizon visionary leadership is unclear, people default to protecting their own function. Managers are promoted for competence and then judged on this strand of organisational leadership, which nobody trained them for. Participants gain a clear basis for measuring what this part of organisational leadership has actually achieved. Applied research in organisational leadership consistently shows that early structure around long-horizon visionary leadership reduces downstream rework. The material serves both public bodies and commercial organisations dealing with the organisational leadership discipline. It treats this area of organisational leadership as an operating discipline and equips participants to run it as one. Buying a tool rarely fixes long-horizon visionary leadership; the underlying capability has to be built internally first. The method assumes participants will be challenged on their handling of the organisational leadership capability and prepares them for it. The programme closes with an action plan for this area of organisational leadership that each participant writes for their own organisation.
Expected Learning Outcomes
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Judge when to escalate long-horizon visionary leadership and when to absorb it.
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Communicate the reasoning behind long-horizon visionary leadership, not only the conclusion.
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Set standards on long-horizon visionary leadership and apply them consistently regardless of who is involved.
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Protect the team's capacity so long-horizon visionary leadership is not delivered through exhaustion.
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Identify the failure points in long-horizon visionary leadership most likely to cause loss, and control them first.
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Align long-horizon visionary leadership with the wider objectives of the management team rather than optimising it in isolation.
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Set acceptance criteria for long-horizon visionary leadership before work begins rather than after.
Who Should Attend
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Newly promoted managers taking on long-horizon visionary leadership for the first time.
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Managers with direct responsibility for long-horizon visionary leadership within the management team.
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Board members and non-executives overseeing long-horizon visionary leadership.
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Founders and owner-managers formalising long-horizon visionary leadership as the organisation grows.
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Staff seconded into improvement work on long-horizon visionary leadership.
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Managers of geographically distributed teams handling long-horizon visionary leadership.
Course Modules
Open any module to see its sessions and topics.
01
Long-horizon visionary leadership: conflict, politics and informal power
2 sessions · 8 points
Session 1The cost of long-horizon visionary leadership and how to present it
Prepare the response for the most likely failure in long-horizon visionary leadership.
Benchmark the organisation's long-horizon visionary leadership against comparable operations.
Set out the decisions in long-horizon visionary leadership that require sign-off and by whom.
Set the review point at which long-horizon visionary leadership will be reconsidered.
Session 2Testing long-horizon visionary leadership before relying on it
Ask the team what they think is wrong with the plan for long-horizon visionary leadership.
Confirm that reporting on long-horizon visionary leadership reaches the people who can act.
Recognise publicly one person whose work on long-horizon visionary leadership went unnoticed.
Set the decision rights on long-horizon visionary leadership: who decides, who is consulted, who is told.
02
Long-horizon visionary leadership: influence across functions you do not control
2 sessions · 8 points
Session 1Escalation and decision rights in long-horizon visionary leadership
Write down the reasoning behind your position on long-horizon visionary leadership.
