Managers are promoted for competence and then judged on transformational leadership of high-performing teams, which nobody trained them for. Most failures in high-performing teams trace back to a conversation someone avoided having. The course sets out a working method for this aspect of organisational leadership that participants can apply the week they return. They acquire practical criteria for judging when transformational leadership of high-performing teams is working and when it is only appearing to. Organisations that document the organisational leadership capability properly resolve disputes about it far more quickly. Progress on high-performing teams is usually lost in the gap between approval and execution. It is designed for mixed groups, so that transformational leadership of high-performing teams is examined from more than one functional angle. Cases are chosen to expose the trade-offs in high-performing teams rather than to illustrate ideal conditions. Participants leave with a first-ninety-days plan for the organisational leadership discipline rather than a set of notes.
Expected Learning Outcomes
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Delegate responsibility for transformational leadership of high-performing teams without losing sight of the outcome.
✓
Align the incentives of different functions so high-performing teams is not quietly sabotaged.
✓
Sequence improvements to transformational leadership of high-performing teams so that each step makes the next one easier.
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Develop successors capable of running high-performing teams without you.
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Apply a repeatable review cycle to transformational leadership of high-performing teams and act on what it produces.
✓
Set standards on high-performing teams and apply them consistently regardless of who is involved.
✓
Set acceptance criteria for transformational leadership of high-performing teams before work begins rather than after.
Who Should Attend
✓
Department heads and senior managers accountable for transformational leadership of high-performing teams.
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High-potential staff being prepared for wider responsibility for high-performing teams.
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Technical staff being prepared for supervisory responsibility over transformational leadership of high-performing teams.
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Experienced practitioners formalising an approach to high-performing teams that has grown up informally.
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Newly promoted managers taking on transformational leadership of high-performing teams for the first time.
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Executives leading multi-function programmes involving high-performing teams.
Course Modules
Open any module to see its sessions and topics.
01
Transformational leadership of high-performing teams: delegation, trust and accountability
2 sessions · 8 points
Session 1Delegating transformational leadership of high-performing teams without abandoning it
Draft the minimum viable leadership plan for transformational leadership of high-performing teams.
Identify single points of dependency in high-performing teams and reduce them.
Recognise publicly one person whose work on transformational leadership of high-performing teams went unnoticed.
Test the procedure for high-performing teams against a realistic scenario.
Session 2What your team concludes from how you handle high-performing teams
Test whether the team can explain transformational leadership of high-performing teams in their own words.
Set the review point at which high-performing teams will be reconsidered.
State the outcome expected from transformational leadership of high-performing teams in a single sentence anyone can repeat.
Set the decision rights on high-performing teams: who decides, who is consulted, who is told.
02
High-performing teams: resilience and the personal cost of leading
2 sessions · 8 points
Session 1Building someone who can run high-performing teams without you
Record what was learned when transformational leadership of high-performing teams did not go as planned.
Review whether high-performing teams is aligned with the objectives of the management team.
Decide what will be stopped to create capacity for transformational leadership of high-performing teams.
Identify which function can quietly block high-performing teams and address it directly.
Session 2Escalation and decision rights in high-performing teams
Write down the reasoning behind your position on transformational leadership of high-performing teams.
Confirm that the people affected by high-performing teams heard it from you first.
Review a past decision on transformational leadership of high-performing teams and state honestly what you would change.
Rank the weaknesses in high-performing teams by consequence rather than by ease of fixing.
03
High-performing teams: influence across functions you do not control
2 sessions · 8 points
Session 1The hard cases in high-performing teams and how to reason about them
Decide the point at which you would escalate transformational leadership of high-performing teams.
Define the trigger that would require high-performing teams to be redesigned.
Verify six months later that changes to transformational leadership of high-performing teams have held.
Check whether incentives anywhere reward behaviour that undermines high-performing teams.
Session 2Testing transformational leadership of high-performing teams before relying on it
Ask the team what they think is wrong with the plan for transformational leadership of high-performing teams.
Estimate the resource high-performing teams requires to run as designed.
Benchmark the organisation's transformational leadership of high-performing teams against comparable operations.
Identify your successor for high-performing teams and the gap they need to close.
04
High-performing teams: conflict, politics and informal power
2 sessions · 8 points
Session 1Applying the standard on high-performing teams to your best performer
Agree what will be standardised in transformational leadership of high-performing teams and what will not.
Name a single owner for each element of high-performing teams.
Name the person accountable for each part of transformational leadership of high-performing teams, not the committee.
Agree the standard on high-performing teams and confirm it applies to everyone.
Session 2Moving high-performing teams through people who do not report to you
Collect evidence on the present handling of transformational leadership of high-performing teams before proposing changes.
Identify the conversation about high-performing teams you have been postponing, and schedule it.
Confirm that reporting on transformational leadership of high-performing teams reaches the people who can act.
Identify the data already collected that bears on high-performing teams.
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
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