Judge when to escalate long-horizon visionary leadership and when to absorb it.
Long-Horizon Visionary Leadership in Fast-Changing Business Environments
An applied course in long-horizon visionary leadership built around the decisions practitioners actually face.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
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
Communicate the reasoning behind long-horizon visionary leadership, not only the conclusion.
Set standards on long-horizon visionary leadership and apply them consistently regardless of who is involved.
Protect the team's capacity so long-horizon visionary leadership is not delivered through exhaustion.
Identify the failure points in long-horizon visionary leadership most likely to cause loss, and control them first.
Align long-horizon visionary leadership with the wider objectives of the management team rather than optimising it in isolation.
Set acceptance criteria for long-horizon visionary leadership before work begins rather than after.
Who Should Attend
Newly promoted managers taking on long-horizon visionary leadership for the first time.
Managers with direct responsibility for long-horizon visionary leadership within the management team.
Board members and non-executives overseeing long-horizon visionary leadership.
Founders and owner-managers formalising long-horizon visionary leadership as the organisation grows.
Staff seconded into improvement work on long-horizon visionary leadership.
Managers of geographically distributed teams handling long-horizon visionary leadership.
Course Modules
Long-horizon visionary leadership: conflict, politics and informal power
2 sessions · 8 pointsSession 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.
Long-horizon visionary leadership: influence across functions you do not control
2 sessions · 8 pointsSession 1Escalation and decision rights in long-horizon visionary leadership
- Write down the reasoning behind your position on long-horizon visionary leadership.
- Check whether incentives anywhere reward behaviour that undermines long-horizon visionary leadership.
- Test whether the team can explain long-horizon visionary leadership in their own words.
- Define acceptance criteria for long-horizon visionary leadership in advance.
Session 2Showing that long-horizon visionary leadership changed something measurable
- Rank the weaknesses in long-horizon visionary leadership by consequence rather than by ease of fixing.
- Name the person accountable for each part of long-horizon visionary leadership, not the committee.
- Map the handovers in long-horizon visionary leadership between functions and secure them.
- Establish who is informed, consulted and accountable in long-horizon visionary leadership.
Long-horizon visionary leadership: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Delegating long-horizon visionary leadership without abandoning it
- Set escalation thresholds for long-horizon visionary leadership that work out of hours.
- Collect evidence on the present handling of long-horizon visionary leadership before proposing changes.
- State the outcome expected from long-horizon visionary leadership in a single sentence anyone can repeat.
- Review a past decision on long-horizon visionary leadership and state honestly what you would change.
Session 2Saying the thing about long-horizon visionary leadership that nobody wants to say
- Identify the conversation about long-horizon visionary leadership you have been postponing, and schedule it.
- Write down the assumptions underpinning the approach to long-horizon visionary leadership.
- Decide the point at which you would escalate long-horizon visionary leadership.
- Identify which function can quietly block long-horizon visionary leadership and address it directly.
Long-horizon visionary leadership: setting direction people can act on
2 sessions · 8 pointsSession 1Reading the room before proposing long-horizon visionary leadership
- Distinguish symptoms from causes when long-horizon visionary leadership underperforms.
- Close out actions on long-horizon visionary leadership rather than leaving them open indefinitely.
- Record what was learned when long-horizon visionary leadership did not go as planned.
- Build the competence framework that supports long-horizon visionary leadership.
Session 2Building someone who can run long-horizon visionary leadership without you
- Rehearse the briefing on long-horizon visionary leadership that would follow an incident.
- Assess the workload long-horizon visionary leadership adds and what you will remove to make room.
- Agree the standard on long-horizon visionary leadership and confirm it applies to everyone.
- Confirm that the people affected by long-horizon visionary 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
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