Build coalitions across functions to make long-term contract negotiation stick.
Negotiating Long-Term Strategic Contracts
Build a working method for long-term contract negotiation that stands up to scrutiny and survives daily pressure.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
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
Delegate responsibility for long-term contract negotiation without losing sight of the outcome.
Plan the handover of long-term contract negotiation so that capability is not lost when key staff move on.
Verify that improvements to long-term contract negotiation have held six months after they were introduced.
Build a register of the risks attaching to long-term contract negotiation and keep it current.
Hold difficult conversations about long-term contract negotiation early, while they are still small.
Communicate the reasoning behind long-term contract negotiation, not only the conclusion.
Who Should Attend
Members of committees that take decisions affecting long-term contract negotiation.
Team leaders responsible for daily delivery of long-term contract negotiation.
Officers preparing reports on long-term contract negotiation for boards or oversight committees.
Project and programme managers whose success depends on long-term contract negotiation.
Human resources partners advising leaders on long-term contract negotiation.
High-potential staff being prepared for wider responsibility for long-term contract negotiation.
Course Modules
Long-term contract negotiation: the conversations that decide the outcome
2 sessions · 8 pointsSession 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.
- Check whether incentives anywhere reward behaviour that undermines long-term contract negotiation.
Session 2The paperwork for long-term contract negotiation that is actually needed
- Agree the indicators that will show whether long-term contract negotiation is improving.
- Set the review point at which long-term contract negotiation will be reconsidered.
- Name the person accountable for each part of long-term contract negotiation, not the committee.
- Estimate the resource long-term contract negotiation requires to run as designed.
Long-term contract negotiation: influence across functions you do not control
2 sessions · 8 pointsSession 1Keeping long-term contract negotiation alive after the initial push
- Identify your successor for long-term contract negotiation and the gap they need to close.
- Compare the cost of long-term contract negotiation with the cost of its absence.
- Decide what you will delegate on long-term contract negotiation and what you will not, and say why.
- State the outcome expected from long-term contract negotiation in a single sentence anyone can repeat.
Session 2Comparing long-term contract negotiation with recognised practice
- Rank the weaknesses in long-term contract negotiation by consequence rather than by ease of fixing.
- Review a past decision on long-term contract negotiation and state honestly what you would change.
- Establish the boundary of long-term contract negotiation and record what sits outside it.
- Identify the conversation about long-term contract negotiation you have been postponing, and schedule it.
Long-term contract negotiation: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Showing that long-term contract negotiation changed something measurable
- Ask the team what they think is wrong with the plan for long-term contract negotiation.
- Decide what will be stopped to create capacity for long-term contract negotiation.
- Define acceptance criteria for long-term contract negotiation in advance.
- Assess the workload long-term contract negotiation adds and what you will remove to make room.
Session 2Holding the line on long-term contract negotiation when it costs you
- Check that records of long-term contract negotiation answer the questions likely to be asked.
- Plan the sequence in which improvements to long-term contract negotiation will be introduced.
- Decide the point at which you would escalate long-term contract negotiation.
- Close out actions on long-term contract negotiation rather than leaving them open indefinitely.
Long-term contract negotiation: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1The meeting that finally unblocks long-term contract negotiation
- Identify which function can quietly block long-term contract negotiation and address it directly.
- Set escalation thresholds for long-term contract negotiation that work out of hours.
- Agree what will be standardised in long-term contract negotiation and what will not.
- Identify where judgement in long-term contract negotiation is legitimate and where it is not.
Session 2Delegating long-term contract negotiation without abandoning it
- Define the trigger that would require long-term contract negotiation to be redesigned.
- Recognise publicly one person whose work on long-term contract negotiation went unnoticed.
- Agree the standard on long-term contract negotiation and confirm it applies to everyone.
- Confirm that those complying with long-term contract negotiation understand why it exists.
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.