Leadership and Management

Understanding Profitability Indicators and Using Them in Management Decisions

A senior-level treatment of profitability indicators, focused on what changes outcomes.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Understanding Profitability Indicators and Using Them in Management Decisions
5days

About the programme

Course Overview

Managers are promoted for competence and then judged on profitability indicators, which nobody trained them for. The hardest part of this aspect of organisational leadership is rarely deciding — it is holding the decision when it becomes unpopular. Exercises escalate in difficulty, ending with the ambiguous situations that make this strand of organisational leadership hard in practice. The course leaves participants able to diagnose weaknesses in profitability indicators before they become incidents. Comparative studies of this aspect of organisational leadership across sectors find the same handful of failure points recurring. Teams frequently over-invest in documenting the practice within organisational leadership and under-invest in testing it. It is written for people who have to make profitability indicators work with the resources they already have. The programme is built to be used, and every section of this strand of organisational leadership it covers ends in something applicable. The course ends by identifying what the participant will stop doing to make this area of organisational leadership sustainable.

Expected Learning Outcomes

  • Align the incentives of different functions so profitability indicators is not quietly sabotaged.

  • Handle the trade-offs in profitability indicators between speed, cost and assurance explicitly rather than implicitly.

  • Resolve conflict about profitability indicators without leaving residue.

  • Sequence improvements to profitability indicators so that each step makes the next one easier.

  • Set direction on profitability indicators that people can act on without further interpretation.

  • Develop successors capable of running profitability indicators without you.

  • Structure records of profitability indicators so that they answer the questions an auditor will actually ask.

Who Should Attend

  • Those responsible for briefing external stakeholders on profitability indicators.

  • Project and programme managers whose success depends on profitability indicators.

  • High-potential staff being prepared for wider responsibility for profitability indicators.

  • Team leaders responsible for daily delivery of profitability indicators.

  • Managers of geographically distributed teams handling profitability indicators.

  • Coordinators responsible for keeping records and documentation of profitability indicators current.

Course Modules

Open any module to see its sessions and topics.

01

Profitability indicators: measuring whether leadership actually changed anything

2 sessions · 8 points

Session 1Reviewing profitability indicators when nothing has gone wrong

  • Confirm that the people affected by profitability indicators heard it from you first.
  • Anticipate the objections profitability indicators will raise and prepare the answers.
  • Map the handovers in profitability indicators between functions and secure them.
  • Verify six months later that changes to profitability indicators have held.

Session 2The meeting that finally unblocks profitability indicators

  • Benchmark the organisation's profitability indicators against comparable operations.
  • Set out the decisions in profitability indicators that require sign-off and by whom.
  • Give one piece of specific feedback on profitability indicators within the week.
  • Set the decision rights on profitability indicators: who decides, who is consulted, who is told.
02

Profitability indicators: building the bench and letting go

2 sessions · 8 points

Session 1Keeping profitability indicators alive after the initial push

  • Check that records of profitability indicators answer the questions likely to be asked.
  • Reduce the variation in how profitability indicators is carried out between teams.
  • Set the review point at which profitability indicators will be reconsidered.
  • Identify the conversation about profitability indicators you have been postponing, and schedule it.

Session 2Building the method for profitability indicators step by step

  • Name the person accountable for each part of profitability indicators, not the committee.
  • Write down the reasoning behind your position on profitability indicators.
  • Establish who is informed, consulted and accountable in profitability indicators.
  • Test whether the team can explain profitability indicators in their own words.
03

Profitability indicators: delegation, trust and accountability

2 sessions · 8 points

Session 1Showing that profitability indicators changed something measurable

  • Check whether incentives anywhere reward behaviour that undermines profitability indicators.
  • Identify which function can quietly block profitability indicators and address it directly.
  • Assign responsibility for keeping documentation of profitability indicators current.
  • Agree the indicators that will show whether profitability indicators is improving.

Session 2Building someone who can run profitability indicators without you

  • Prepare how you will respond when profitability indicators is challenged publicly.
  • State the outcome expected from profitability indicators in a single sentence anyone can repeat.
  • Recognise publicly one person whose work on profitability indicators went unnoticed.
  • Build the competence framework that supports profitability indicators.
04

Profitability indicators: the conversations that decide the outcome

2 sessions · 8 points

Session 1Recovering after a visible mistake on profitability indicators

  • Estimate the resource profitability indicators requires to run as designed.
  • Decide the point at which you would escalate profitability indicators.
  • Confirm that contractual obligations around profitability indicators are understood.
  • Plan the sequence in which improvements to profitability indicators will be introduced.

Session 2Holding the line on profitability indicators when it costs you

  • Collect evidence on the present handling of profitability indicators before proposing changes.
  • Confirm that those complying with profitability indicators understand why it exists.
  • Decide what you will delegate on profitability indicators and what you will not, and say why.
  • Assess the workload profitability indicators adds and what you will remove to make room.

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.

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