Review contracts and agreements for the obligations they create around strategic leadership and systems thinking.
Strategic Leadership and Systems Thinking in Modern Organisations
A concise, decision-focused programme covering strategic leadership and systems thinking end to end.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When strategic leadership and systems thinking is unclear, people default to protecting their own function. The hardest part of systems thinking is rarely deciding — it is holding the decision when it becomes unpopular. The programme uses small-group work so that each participant's treatment of the wider organisational leadership agenda is examined, not just described. Benchmarking exercises repeatedly place strategic leadership and systems thinking among the areas with the widest performance spread. Moving this part of organisational leadership from written policy into daily practice is not achieved by a single decision. The material serves both public bodies and commercial organisations dealing with systems thinking. It concentrates on the parts of strategic leadership and systems thinking that determine outcomes and treats the rest proportionately. They leave able to brief senior management on systems thinking in terms that support a decision. It closes by agreeing the smallest change to the wider organisational leadership agenda that would make a visible difference.
Expected Learning Outcomes
Anticipate the objections that systems thinking will attract internally and answer them in advance.
Read the informal dynamics that determine whether strategic leadership and systems thinking actually moves.
Delegate responsibility for systems thinking without losing sight of the outcome.
Resolve conflict about strategic leadership and systems thinking without leaving residue.
Make decisions on systems thinking at the right speed for the risk involved.
Design a practical operating method for strategic leadership and systems thinking that fits the organisation's size and maturity.
Who Should Attend
Department heads accountable for the results of strategic leadership and systems thinking.
Public sector managers applying systems thinking within institutional constraints.
Board members and non-executives overseeing strategic leadership and systems thinking.
Officers preparing reports on systems thinking for boards or oversight committees.
Project and programme managers whose success depends on strategic leadership and systems thinking.
Consultants coaching leadership teams on systems thinking.
Course Modules
Strategic leadership and systems thinking: performance, standards and consistency
2 sessions · 8 pointsSession 1Reviewing strategic leadership and systems thinking when nothing has gone wrong
- Check whether incentives anywhere reward behaviour that undermines strategic leadership and systems thinking.
- Record the rationale for each significant choice made about systems thinking.
- Review a past decision on strategic leadership and systems thinking and state honestly what you would change.
- Check that records of systems thinking answer the questions likely to be asked.
Session 2Moving systems thinking through people who do not report to you
- Establish the boundary of strategic leadership and systems thinking and record what sits outside it.
- Set out how exceptions to systems thinking are requested and approved.
- Test whether the team can explain strategic leadership and systems thinking in their own words.
- Plan the sequence in which improvements to systems thinking will be introduced.
Systems thinking: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Making systems thinking work when resources are constrained
- Set the review point at which strategic leadership and systems thinking will be reconsidered.
- Set the review interval for systems thinking and who attends.
- Identify your successor for strategic leadership and systems thinking and the gap they need to close.
- Prepare the summary of systems thinking that senior management will read.
Session 2Testing systems thinking before relying on it
- Set the decision rights on strategic leadership and systems thinking: who decides, who is consulted, who is told.
- Prepare how you will respond when systems thinking is challenged publicly.
- Establish what evidence demonstrates strategic leadership and systems thinking is under control.
- Agree the standard on systems thinking and confirm it applies to everyone.
Systems thinking: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Applying the standard on systems thinking to your best performer
- Define acceptance criteria for strategic leadership and systems thinking in advance.
- Decide the point at which you would escalate systems thinking.
- Build the internal briefing that explains strategic leadership and systems thinking to those affected.
- Give one piece of specific feedback on systems thinking within the week.
Session 2Delegating strategic leadership and systems thinking without abandoning it
- Agree the smallest change to strategic leadership and systems thinking that would be visibly useful.
- Decide what you will delegate on systems thinking and what you will not, and say why.
- Recognise publicly one person whose work on strategic leadership and systems thinking went unnoticed.
- Ask the team what they think is wrong with the plan for systems thinking.
Systems thinking: delegation, trust and accountability
2 sessions · 8 pointsSession 1Showing that systems thinking changed something measurable
- Compare the cost of strategic leadership and systems thinking with the cost of its absence.
- Confirm that reporting on systems thinking reaches the people who can act.
- Assess the workload strategic leadership and systems thinking adds and what you will remove to make room.
- Identify the conversation about systems thinking you have been postponing, and schedule it.
Session 2Holding the line on systems thinking when it costs you
- Confirm that those complying with strategic leadership and systems thinking understand why it exists.
- Test the procedure for systems thinking against a realistic scenario.
- Agree what will be standardised in strategic leadership and systems thinking and what will not.
- State the outcome expected from systems thinking in a single sentence anyone can repeat.
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.