Managers are promoted for competence and then judged on difficult ethical decision-making, which nobody trained them for. Teams read what their leaders tolerate on the organisational leadership discipline far more accurately than what their leaders announce. Participants test their assumptions about this aspect of organisational leadership against scenarios designed to break weak ones. They acquire practical criteria for judging when difficult ethical decision-making is working and when it is only appearing to. Plans for this part of organisational leadership often fail at the handover point between functions. The content is relevant to those who own the wider organisational leadership agenda and to those who are held accountable for its results. Benchmarking exercises repeatedly place difficult ethical decision-making among the areas with the widest performance spread. The programme takes participants through the practice within organisational leadership end to end, from framing the problem to closing it out. The course ends by identifying what the participant will stop doing to make this part of organisational leadership sustainable.
Expected Learning Outcomes
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Apply a repeatable review cycle to difficult ethical decision-making and act on what it produces.
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Recognise when difficult ethical decision-making needs a different leadership style than the one that got you here.
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Build the trust that makes candid feedback about difficult ethical decision-making possible.
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Build the internal capability for difficult ethical decision-making rather than depending on external support indefinitely.
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Communicate the reasoning behind difficult ethical decision-making, not only the conclusion.
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Translate difficult ethical decision-making into objectives each person can see themselves in.
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Estimate what difficult ethical decision-making costs to run properly, and what is lost when it is not.
Who Should Attend
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Analysts producing the data on which decisions about difficult ethical decision-making rest.
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Those responsible for briefing external stakeholders on difficult ethical decision-making.
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Consultants coaching leadership teams on difficult ethical decision-making.
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Managers of geographically distributed teams handling difficult ethical decision-making.
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Newly promoted managers taking on difficult ethical decision-making for the first time.
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High-potential staff being prepared for wider responsibility for difficult ethical decision-making.
Course Modules
Open any module to see its sessions and topics.
01
Difficult ethical decision-making: resilience and the personal cost of leading
2 sessions · 8 points
Session 1What to measure in difficult ethical decision-making and what to ignore
Set the review interval for difficult ethical decision-making and who attends.
Close out actions on difficult ethical decision-making rather than leaving them open indefinitely.
Recognise publicly one person whose work on difficult ethical decision-making went unnoticed.
Build the competence framework that supports difficult ethical decision-making.
Session 2Escalation and decision rights in difficult ethical decision-making
Decide what you will delegate on difficult ethical decision-making and what you will not, and say why.
Test the procedure for difficult ethical decision-making against a realistic scenario.
Identify the conversation about difficult ethical decision-making you have been postponing, and schedule it.
Reduce the variation in how difficult ethical decision-making is carried out between teams.
02
Difficult ethical decision-making: conflict, politics and informal power
2 sessions · 8 points
Session 1Reading the room before proposing difficult ethical decision-making
Assess the workload difficult ethical decision-making adds and what you will remove to make room.
Test whether the team can explain difficult ethical decision-making in their own words.
Ask the team what they think is wrong with the plan for difficult ethical decision-making.
Identify single points of dependency in difficult ethical decision-making and reduce them.
Session 2The hard cases in difficult ethical decision-making and how to reason about them
Set the review point at which difficult ethical decision-making will be reconsidered.
Assign responsibility for keeping documentation of difficult ethical decision-making current.
Identify which function can quietly block difficult ethical decision-making and address it directly.
Confirm that contractual obligations around difficult ethical decision-making are understood.
03
Difficult ethical decision-making: setting direction people can act on
2 sessions · 8 points
Session 1Deciding on difficult ethical decision-making when the information will never be complete
Build the internal briefing that explains difficult ethical decision-making to those affected.
Review a past decision on difficult ethical decision-making and state honestly what you would change.
Identify your successor for difficult ethical decision-making and the gap they need to close.
Confirm that those complying with difficult ethical decision-making understand why it exists.
Session 2Moving difficult ethical decision-making through people who do not report to you
Set the decision rights on difficult ethical decision-making: who decides, who is consulted, who is told.
Confirm that the people affected by difficult ethical decision-making heard it from you first.
Benchmark the organisation's difficult ethical decision-making against comparable operations.
Define acceptance criteria for difficult ethical decision-making in advance.
04
Difficult ethical decision-making: building the bench and letting go
2 sessions · 8 points
Session 1Holding the line on difficult ethical decision-making when it costs you
Distinguish symptoms from causes when difficult ethical decision-making underperforms.
Decide the point at which you would escalate difficult ethical decision-making.
Draft the minimum viable leadership plan for difficult ethical decision-making.
Establish the boundary of difficult ethical decision-making and record what sits outside it.
Session 2Recovering after a visible mistake on difficult ethical decision-making
Write down the reasoning behind your position on difficult ethical decision-making.
State the outcome expected from difficult ethical decision-making in a single sentence anyone can repeat.
Name the person accountable for each part of difficult ethical decision-making, not the committee.
Write down the assumptions underpinning the approach to difficult ethical decision-making.
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.
