When long-term contract negotiation is unclear, people default to protecting their own function. Most failures in this area of organisational leadership trace back to a conversation someone avoided having. The teaching approach is deliberately practical: participants build a leadership plan for the organisational leadership discipline as they go. Most organisations already have a policy on long-term contract negotiation; far fewer can show it working. The most reliable predictor of sound this aspect of organisational leadership is whether anyone reviews it when nothing has gone wrong. Participants take away a working set of documents supporting this part of organisational leadership, ready to be adapted internally. Participants who influence long-term contract negotiation without directly controlling it will find the content directly usable. The course gives participants a defensible structure for this area of organisational leadership and the judgement to adapt it. The final module sets out how progress on the organisational leadership discipline will be evidenced six months later.
Expected Learning Outcomes
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Build coalitions across functions to make long-term contract negotiation stick.
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Delegate responsibility for long-term contract negotiation without losing sight of the outcome.
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Plan the handover of long-term contract negotiation so that capability is not lost when key staff move on.
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Verify that improvements to long-term contract negotiation have held six months after they were introduced.
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Build a register of the risks attaching to long-term contract negotiation and keep it current.
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Hold difficult conversations about long-term contract negotiation early, while they are still small.
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Communicate the reasoning behind long-term contract negotiation, not only the conclusion.
Who Should Attend
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Members of committees that take decisions affecting long-term contract negotiation.
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Team leaders responsible for daily delivery of long-term contract negotiation.
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Officers preparing reports on long-term contract negotiation for boards or oversight committees.
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Project and programme managers whose success depends on long-term contract negotiation.
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Human resources partners advising leaders on long-term contract negotiation.
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High-potential staff being prepared for wider responsibility for long-term contract negotiation.
Course Modules
Open any module to see its sessions and topics.
01
Long-term contract negotiation: the conversations that decide the outcome
2 sessions · 8 points
Session 1Applying the standard on long-term contract negotiation to your best performer
Draft the minimum viable leadership plan for long-term contract negotiation.
Confirm that the people affected by long-term contract negotiation heard it from you first.
Set the decision rights on long-term contract negotiation: who decides, who is consulted, who is told.
