Assess the current state of negotiating with unequal power against a structured set of criteria rather than impressions.
Negotiating from Positions of Unequal Bargaining Power
A senior-level treatment of negotiating with unequal power, focused on what changes outcomes.
📍 Cairo🗓️ 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 negotiating with unequal power is earned separately. Teams read what their leaders tolerate on unequal power far more accurately than what their leaders announce. Participants gain a clear basis for measuring what this strand of organisational leadership has actually achieved. Sessions alternate between guided analysis of negotiating with unequal power and supervised application. Moving this area of organisational leadership from written policy into daily practice is not achieved by a single decision. It is written for people who have to make unequal power work with the resources they already have. The programme is built to be used, and every section of negotiating with unequal power it covers ends in something applicable. Benchmarking exercises repeatedly place unequal power among the areas with the widest performance spread. The closing exercise tests whether the participant's plan for the wider organisational leadership agenda survives a hostile question.
Expected Learning Outcomes
Communicate the reasoning behind unequal power, not only the conclusion.
Distinguish the parts of negotiating with unequal power that must be standardised from those that require judgement.
Recognise when unequal power needs a different leadership style than the one that got you here.
Identify the failure points in negotiating with unequal power most likely to cause loss, and control them first.
Read the informal dynamics that determine whether unequal power actually moves.
Judge when to escalate negotiating with unequal power and when to absorb it.
Who Should Attend
Executives leading multi-function programmes involving negotiating with unequal power.
Project and programme managers whose success depends on unequal power.
Public sector officials applying negotiating with unequal power within a regulated framework.
Newly promoted managers taking on unequal power for the first time.
Managers of geographically distributed teams handling negotiating with unequal power.
Technical staff being prepared for supervisory responsibility over unequal power.
Course Modules
Negotiating with unequal power: performance, standards and consistency
2 sessions · 8 pointsSession 1Applying the standard on negotiating with unequal power to your best performer
- State the outcome expected from negotiating with unequal power in a single sentence anyone can repeat.
- Test whether the team can explain unequal power in their own words.
- Prepare the response for the most likely failure in negotiating with unequal power.
- Confirm that the people affected by unequal power heard it from you first.
Session 2Showing that unequal power changed something measurable
- Review a past decision on negotiating with unequal power and state honestly what you would change.
- Agree the standard on unequal power and confirm it applies to everyone.
- Identify your successor for negotiating with unequal power and the gap they need to close.
- Test the procedure for unequal power against a realistic scenario.
Unequal power: building the bench and letting go
2 sessions · 8 pointsSession 1Closing out unequal power and capturing what was learned
- Recognise publicly one person whose work on negotiating with unequal power went unnoticed.
- Close out actions on unequal power rather than leaving them open indefinitely.
- Ask the team what they think is wrong with the plan for negotiating with unequal power.
- Set the review interval for unequal power and who attends.
Session 2What your team concludes from how you handle unequal power
- Name the person accountable for each part of negotiating with unequal power, not the committee.
- Identify the conversation about unequal power you have been postponing, and schedule it.
- Assess the workload negotiating with unequal power adds and what you will remove to make room.
- Decide what will be stopped to create capacity for unequal power.
Unequal power: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Building lasting competence in unequal power
- Rank the weaknesses in negotiating with unequal power by consequence rather than by ease of fixing.
- Identify which function can quietly block unequal power and address it directly.
- Build the internal briefing that explains negotiating with unequal power to those affected.
- Set escalation thresholds for unequal power that work out of hours.
Session 2Delegating negotiating with unequal power without abandoning it
- Decide what you will delegate on negotiating with unequal power and what you will not, and say why.
- Compare the cost of unequal power with the cost of its absence.
- Decide the point at which you would escalate negotiating with unequal power.
- Establish what evidence demonstrates unequal power is under control.
Unequal power: conflict, politics and informal power
2 sessions · 8 pointsSession 1Where unequal power typically breaks, and why
- Anticipate the objections negotiating with unequal power will raise and prepare the answers.
- Set the decision rights on unequal power: who decides, who is consulted, who is told.
- Reduce the variation in how negotiating with unequal power is carried out between teams.
- Set the review point at which unequal power will be reconsidered.
Session 2Recovering after a visible mistake on unequal power
- Record the rationale for each significant choice made about negotiating with unequal power.
- Map the handovers in unequal power between functions and secure them.
- Collect evidence on the present handling of negotiating with unequal power before proposing changes.
- Identify single points of dependency in unequal power and reduce them.
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.