Reduce avoidable variation in how informal power dynamics is carried out across teams.
Managing Informal Power Dynamics Within Teams
A concise, decision-focused programme covering informal power dynamics end to end.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Authority is granted by the organisation; credibility in informal power dynamics is earned separately. Teams read what their leaders tolerate on the organisational leadership discipline far more accurately than what their leaders announce. The programme suits teams tackling the wider organisational leadership agenda together as readily as individuals attending alone. The course gives participants a defensible structure for informal power dynamics and the judgement to adapt it. Mature organisations treat this strand 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 this aspect of organisational leadership is examined, not just described. Teams frequently over-invest in documenting informal power dynamics and under-invest in testing it. The programme builds the judgement to know which parts of this area of organisational leadership to standardise and which to leave flexible. The course ends by identifying what the participant will stop doing to make the wider organisational leadership agenda sustainable.
Expected Learning Outcomes
Manage the emotional load informal power dynamics places on you and on the team.
Set a realistic target state for informal power dynamics and a defensible route to it.
Build coalitions across functions to make informal power dynamics stick.
Translate policy on informal power dynamics into procedures that hold up under day-to-day pressure.
Recognise when informal power dynamics needs a different leadership style than the one that got you here.
Review your own performance on informal power dynamics as rigorously as you review others'.
Who Should Attend
Project and programme managers whose success depends on informal power dynamics.
High-potential staff being prepared for wider responsibility for informal power dynamics.
Founders and owner-managers formalising informal power dynamics as the organisation grows.
Department heads and senior managers accountable for informal power dynamics.
Planning staff whose forecasts and budgets are affected by informal power dynamics.
Experienced practitioners formalising an approach to informal power dynamics that has grown up informally.
Course Modules
Informal power dynamics: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Saying the thing about informal power dynamics that nobody wants to say
- Establish what evidence demonstrates informal power dynamics is under control.
- Identify your successor for informal power dynamics and the gap they need to close.
- Identify where judgement in informal power dynamics is legitimate and where it is not.
- Arrange the handover of informal power dynamics so capability survives staff changes.
Session 2Showing that informal power dynamics changed something measurable
- Benchmark the organisation's informal power dynamics against comparable operations.
- Decide what you will delegate on informal power dynamics and what you will not, and say why.
- Prepare the response for the most likely failure in informal power dynamics.
- Establish who is informed, consulted and accountable in informal power dynamics.
Informal power dynamics: influence across functions you do not control
2 sessions · 8 pointsSession 1Deciding on informal power dynamics when the information will never be complete
- Identify the conversation about informal power dynamics you have been postponing, and schedule it.
- Set the decision rights on informal power dynamics: who decides, who is consulted, who is told.
- Build the internal briefing that explains informal power dynamics to those affected.
- Anticipate the objections informal power dynamics will raise and prepare the answers.
Session 2Comparing informal power dynamics with recognised practice
- Name the person accountable for each part of informal power dynamics, not the committee.
- Set the review point at which informal power dynamics will be reconsidered.
- Agree the indicators that will show whether informal power dynamics is improving.
- Assign responsibility for keeping documentation of informal power dynamics current.
Informal power dynamics: setting direction people can act on
2 sessions · 8 pointsSession 1Testing informal power dynamics before relying on it
- Decide the point at which you would escalate informal power dynamics.
- Write down the reasoning behind your position on informal power dynamics.
- Check whether incentives anywhere reward behaviour that undermines informal power dynamics.
- Give one piece of specific feedback on informal power dynamics within the week.
Session 2Building someone who can run informal power dynamics without you
- Identify which function can quietly block informal power dynamics and address it directly.
- Set the review interval for informal power dynamics and who attends.
- Define acceptance criteria for informal power dynamics in advance.
- Agree the standard on informal power dynamics and confirm it applies to everyone.
Informal power dynamics: performance, standards and consistency
2 sessions · 8 pointsSession 1Recovering after a visible mistake on informal power dynamics
- Compare the cost of informal power dynamics with the cost of its absence.
- Review a past decision on informal power dynamics and state honestly what you would change.
- Prepare how you will respond when informal power dynamics is challenged publicly.
- Recognise publicly one person whose work on informal power dynamics went unnoticed.
Session 2Moving informal power dynamics from approval to execution
- Build the competence framework that supports informal power dynamics.
- Test the procedure for informal power dynamics against a realistic scenario.
- Confirm that those complying with informal power dynamics understand why it exists.
- Test whether the team can explain informal power dynamics in their own words.
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.