Align the incentives of different functions so negotiating with regulators is not quietly sabotaged.
Managing Difficult Negotiations with Regulators and Government Bodies
Build a working method for negotiating with regulators that stands up to scrutiny and survives daily pressure.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on negotiating with regulators far more accurately than what their leaders announce. When the wider organisational leadership agenda is unclear, people default to protecting their own function. Mature organisations treat this area of organisational leadership as a standing capability rather than a project that finishes. The programme uses small-group work so that each participant's treatment of negotiating with regulators is examined, not just described. It is written for people who have to make this part of organisational leadership work with the resources they already have. They acquire practical criteria for judging when this aspect of organisational leadership is working and when it is only appearing to. The difficulty is not agreeing that negotiating with regulators matters — it is deciding what to stop doing to make room for it. Content is organised around the decisions practitioners actually face in the organisational leadership discipline, not around theory headings. The final session converts the week's work on this strand of organisational leadership into commitments with owners and dates.
Expected Learning Outcomes
Read the informal dynamics that determine whether negotiating with regulators actually moves.
Build the internal capability for negotiating with regulators rather than depending on external support indefinitely.
Resolve conflict about negotiating with regulators without leaving residue.
Build a concise leadership plan for negotiating with regulators that colleagues can follow without further explanation.
Compare the organisation's handling of negotiating with regulators with recognised practice, and close the material gaps.
Make decisions on negotiating with regulators at the right speed for the risk involved.
Who Should Attend
Board members and non-executives overseeing negotiating with regulators.
Anyone whose accountability for negotiating with regulators exceeds their current formal training in it.
Human resources partners advising leaders on negotiating with regulators.
Public sector managers applying negotiating with regulators within institutional constraints.
Newly appointed managers taking on negotiating with regulators for the first time.
Managers of geographically distributed teams handling negotiating with regulators.
Course Modules
Negotiating with regulators: delegation, trust and accountability
2 sessions · 8 pointsSession 1Showing that negotiating with regulators changed something measurable
- Agree the standard on negotiating with regulators and confirm it applies to everyone.
- Set the decision rights on negotiating with regulators: who decides, who is consulted, who is told.
- Set the review interval for negotiating with regulators and who attends.
- Anticipate the objections negotiating with regulators will raise and prepare the answers.
Session 2Delegating negotiating with regulators without abandoning it
- Set the review point at which negotiating with regulators will be reconsidered.
- Collect evidence on the present handling of negotiating with regulators before proposing changes.
- Identify which function can quietly block negotiating with regulators and address it directly.
- Identify the data already collected that bears on negotiating with regulators.
Negotiating with regulators: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Reading the room before proposing negotiating with regulators
- Record what was learned when negotiating with regulators did not go as planned.
- Plan the sequence in which improvements to negotiating with regulators will be introduced.
- Draft the minimum viable leadership plan for negotiating with regulators.
- State the outcome expected from negotiating with regulators in a single sentence anyone can repeat.
Session 2Applying the standard on negotiating with regulators to your best performer
- Assess the workload negotiating with regulators adds and what you will remove to make room.
- Confirm that the people affected by negotiating with regulators heard it from you first.
- Name the person accountable for each part of negotiating with regulators, not the committee.
- Identify where judgement in negotiating with regulators is legitimate and where it is not.
Negotiating with regulators: conflict, politics and informal power
2 sessions · 8 pointsSession 1The decisions in negotiating with regulators that cannot be delegated
- Write down the reasoning behind your position on negotiating with regulators.
- Write down the assumptions underpinning the approach to negotiating with regulators.
- Identify the conversation about negotiating with regulators you have been postponing, and schedule it.
- Define acceptance criteria for negotiating with regulators in advance.
Session 2The meeting that finally unblocks negotiating with regulators
- Check whether incentives anywhere reward behaviour that undermines negotiating with regulators.
- Review whether negotiating with regulators is aligned with the objectives of the management team.
- Review a past decision on negotiating with regulators and state honestly what you would change.
- Decide the point at which you would escalate negotiating with regulators.
Negotiating with regulators: performance, standards and consistency
2 sessions · 8 pointsSession 1Where negotiating with regulators typically breaks, and why
- Identify your successor for negotiating with regulators and the gap they need to close.
- Prepare the summary of negotiating with regulators that senior management will read.
- Recognise publicly one person whose work on negotiating with regulators went unnoticed.
- Test whether the team can explain negotiating with regulators in their own words.
Session 2Reviewing negotiating with regulators when nothing has gone wrong
- Establish what evidence demonstrates negotiating with regulators is under control.
- Check that records of negotiating with regulators answer the questions likely to be asked.
- Record the rationale for each significant choice made about negotiating with regulators.
- Compare the cost of negotiating with regulators with the cost of its absence.
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.