Most failures in long-range financial planning trace back to a conversation someone avoided having. Teams read what their leaders tolerate on this area of organisational leadership far more accurately than what their leaders announce. It concentrates on the parts of this aspect of organisational leadership that determine outcomes and treats the rest proportionately. Sessions alternate between guided analysis of long-range financial planning and supervised application. Across sectors, teams that rehearse the wider organisational leadership agenda outperform teams that only plan it. The course leaves participants able to diagnose weaknesses in this strand of organisational leadership before they become incidents. It is written for people who have to make long-range financial planning work with the resources they already have. The version of the organisational leadership capability described in the manual and the version practised on the floor tend to diverge over time. It ends with a prioritised list of changes to the practice within organisational leadership that the participant is prepared to defend internally.
Expected Learning Outcomes
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Review your own performance on long-range financial planning as rigorously as you review others'.
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Recognise when long-range financial planning needs a different leadership style than the one that got you here.
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Verify that improvements to long-range financial planning have held six months after they were introduced.
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Diagnose whether a problem in long-range financial planning is one of design, resourcing or discipline.
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Build the trust that makes candid feedback about long-range financial planning possible.
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Judge when to escalate long-range financial planning and when to absorb it.
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Assess the current state of long-range financial planning against a structured set of criteria rather than impressions.
Who Should Attend
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Those responsible for briefing external stakeholders on long-range financial planning.
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Planning staff whose forecasts and budgets are affected by long-range financial planning.
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Newly promoted managers taking on long-range financial planning for the first time.
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High-potential staff being prepared for wider responsibility for long-range financial planning.
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Department heads and senior managers accountable for long-range financial planning.
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Project and programme managers whose success depends on long-range financial planning.
Course Modules
Open any module to see its sessions and topics.
01
Long-range financial planning: delegation, trust and accountability
2 sessions · 8 points
Session 1The decisions in long-range financial planning that cannot be delegated
Prepare how you will respond when long-range financial planning is challenged publicly.
Draft the minimum viable leadership plan for long-range financial planning.
Identify which function can quietly block long-range financial planning and address it directly.
