Managers are promoted for competence and then judged on market share capture leadership, which nobody trained them for. The hardest part of capture leadership is rarely deciding — it is holding the decision when it becomes unpopular. Applied research in organisational leadership consistently shows that early structure around this strand of organisational leadership reduces downstream rework. The programme builds the judgement to know which parts of market share capture leadership to standardise and which to leave flexible. Progress on the organisational leadership discipline is usually lost in the gap between approval and execution. Each session closes with a decision the participant must justify about capture leadership in their own setting. Participants leave with a method for market share capture leadership, not a set of opinions about it. The material serves both public bodies and commercial organisations dealing with capture leadership. Participants leave with a first-ninety-days plan for this part of organisational leadership rather than a set of notes.
Expected Learning Outcomes
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Build coalitions across functions to make market share capture leadership stick.
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Establish escalation routes for capture leadership that work outside normal hours.
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Align market share capture leadership with the wider objectives of the management team rather than optimising it in isolation.
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Select indicators that show whether capture leadership is improving, and reject those that only look useful.
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Build the trust that makes candid feedback about market share capture leadership possible.
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Read the informal dynamics that determine whether capture leadership actually moves.
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Translate market share capture leadership into objectives each person can see themselves in.
Who Should Attend
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Anyone whose accountability for market share capture leadership exceeds their current formal training in it.
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Project and programme managers whose success depends on capture leadership.
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Human resources partners advising leaders on market share capture leadership.
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Executives leading multi-function programmes involving capture leadership.
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Department heads accountable for the results of market share capture leadership.
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Consultants coaching leadership teams on capture leadership.
Course Modules
Open any module to see its sessions and topics.
01
Market share capture leadership: the conversations that decide the outcome
2 sessions · 8 points
Session 1The meeting that finally unblocks market share capture leadership
Recognise publicly one person whose work on market share capture leadership went unnoticed.
Assign responsibility for keeping documentation of capture leadership current.
Establish what evidence demonstrates market share capture leadership is under control.
Check whether incentives anywhere reward behaviour that undermines capture leadership.
Session 2Where capture leadership typically breaks, and why
Set out the decisions in market share capture leadership that require sign-off and by whom.
Write down the reasoning behind your position on capture leadership.
Rank the weaknesses in market share capture leadership by consequence rather than by ease of fixing.
Name the person accountable for each part of capture leadership, not the committee.
02
Capture leadership: influence across functions you do not control
2 sessions · 8 points
Session 1Saying the thing about capture leadership that nobody wants to say
Plan the sequence in which improvements to market share capture leadership will be introduced.
Distinguish symptoms from causes when capture leadership underperforms.
Check that market share capture leadership still works when volumes rise unexpectedly.
Set the decision rights on capture leadership: who decides, who is consulted, who is told.
Session 2The paperwork for capture leadership that is actually needed
Identify your successor for market share capture leadership and the gap they need to close.
Rehearse the briefing on capture leadership that would follow an incident.
Ask the team what they think is wrong with the plan for market share capture leadership.
Assess the workload capture leadership adds and what you will remove to make room.
03
Capture leadership: building the bench and letting go
2 sessions · 8 points
Session 1Building someone who can run capture leadership without you
Test whether the team can explain market share capture leadership in their own words.
Reduce the variation in how capture leadership is carried out between teams.
Record what was learned when market share capture leadership did not go as planned.
Arrange the handover of capture leadership so capability survives staff changes.
Session 2Delegating market share capture leadership without abandoning it
Confirm that the people affected by market share capture leadership heard it from you first.
Prepare how you will respond when capture leadership is challenged publicly.
Set the review interval for market share capture leadership and who attends.
Identify the conversation about capture leadership you have been postponing, and schedule it.
