Align the incentives of different functions so situational leadership and motivation is not quietly sabotaged.
Situational Leadership and the Art of Directing and Motivating Staff
A senior-level treatment of situational leadership and motivation, focused on what changes outcomes.
📍 Istanbul🗓️ 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 situational leadership and motivation far more accurately than what their leaders announce. When leadership and motivation is unclear, people default to protecting their own function. Improvement in this area of organisational leadership stalls when it depends on one capable individual rather than a defined method. They gain the ability to sequence improvements to situational leadership and motivation in an order their organisation can absorb. Across sectors, teams that rehearse this strand of organisational leadership outperform teams that only plan it. The content is relevant to those who own leadership and motivation and to those who are held accountable for its results. Exercises escalate in difficulty, ending with the ambiguous situations that make situational leadership and motivation hard in practice. The course sets out a working method for leadership and motivation that participants can apply the week they return. The programme ends where implementation begins, with the practice within organisational leadership broken into steps someone can start on Monday.
Expected Learning Outcomes
Make decisions on leadership and motivation at the right speed for the risk involved.
Translate policy on situational leadership and motivation into procedures that hold up under day-to-day pressure.
Sequence improvements to leadership and motivation so that each step makes the next one easier.
Compare the organisation's handling of situational leadership and motivation with recognised practice, and close the material gaps.
Hold difficult conversations about leadership and motivation early, while they are still small.
Set direction on situational leadership and motivation that people can act on without further interpretation.
Who Should Attend
Newly promoted managers taking on situational leadership and motivation for the first time.
Officers preparing reports on leadership and motivation for boards or oversight committees.
Anyone whose accountability for situational leadership and motivation exceeds their current formal training in it.
Consultants coaching leadership teams on leadership and motivation.
Managers of geographically distributed teams handling situational leadership and motivation.
Project and programme managers whose success depends on leadership and motivation.
Course Modules
Situational leadership and motivation: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1What your team concludes from how you handle situational leadership and motivation
- Confirm that the people affected by situational leadership and motivation heard it from you first.
- Set the review point at which leadership and motivation will be reconsidered.
- Rehearse the briefing on situational leadership and motivation that would follow an incident.
- Decide what you will delegate on leadership and motivation and what you will not, and say why.
Session 2Moving leadership and motivation through people who do not report to you
- Set the review interval for situational leadership and motivation and who attends.
- State the outcome expected from leadership and motivation in a single sentence anyone can repeat.
- Identify single points of dependency in situational leadership and motivation and reduce them.
- Reduce the variation in how leadership and motivation is carried out between teams.
Leadership and motivation: setting direction people can act on
2 sessions · 8 pointsSession 1Closing out leadership and motivation and capturing what was learned
- Plan the sequence in which improvements to situational leadership and motivation will be introduced.
- Name the person accountable for each part of leadership and motivation, not the committee.
- Establish what evidence demonstrates situational leadership and motivation is under control.
- Decide what will be stopped to create capacity for leadership and motivation.
Session 2Building someone who can run leadership and motivation without you
- Review a past decision on situational leadership and motivation and state honestly what you would change.
- Set out how exceptions to leadership and motivation are requested and approved.
- Anticipate the objections situational leadership and motivation will raise and prepare the answers.
- Set the decision rights on leadership and motivation: who decides, who is consulted, who is told.
Leadership and motivation: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Reading the current state of leadership and motivation honestly
- Prepare how you will respond when situational leadership and motivation is challenged publicly.
- Recognise publicly one person whose work on leadership and motivation went unnoticed.
- Identify your successor for situational leadership and motivation and the gap they need to close.
- Agree the standard on leadership and motivation and confirm it applies to everyone.
Session 2Deciding on situational leadership and motivation when the information will never be complete
- Record what was learned when situational leadership and motivation did not go as planned.
- Give one piece of specific feedback on leadership and motivation within the week.
- Draft the minimum viable leadership plan for situational leadership and motivation.
- Prepare the summary of leadership and motivation that senior management will read.
Leadership and motivation: performance, standards and consistency
2 sessions · 8 pointsSession 1Testing leadership and motivation before relying on it
- Set escalation thresholds for situational leadership and motivation that work out of hours.
- Compare the cost of leadership and motivation with the cost of its absence.
- Check whether incentives anywhere reward behaviour that undermines situational leadership and motivation.
- Ask the team what they think is wrong with the plan for leadership and motivation.
Session 2Holding the line on leadership and motivation when it costs you
- Build the internal briefing that explains situational leadership and motivation to those affected.
- Write down the reasoning behind your position on leadership and motivation.
- Name a single owner for each element of situational leadership and motivation.
- Identify the conversation about leadership and motivation you have been postponing, and schedule it.
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.