Managing Leading High Performing Teams
3 days|Delivered on request
This programme is for the person accountable for the work rather than the person doing it. It covers organisational culture and enterprise risk oversight from the position of someone who must review, approve and answer for the output. Managers carry this because executives are increasingly appointed for functional depth and then judged on enterprise judgement, and the accountability does not delegate cleanly. Delegates leave able to work confidently with mergers and integration, strategic planning and corporate governance in their own organisation.
What delegates leave able to do
- Make a decision about mergers and integration without waiting for a specialist, measured against established strategy execution practice
- Explain strategic planning to someone who does not do the work
- Spot where corporate governance is failing before it becomes a finding
- Review leading distributed teams and say plainly whether it is working
What the course covers
- Organisational culture
- Enterprise risk oversight
- Mergers and integration
- Strategic planning
- Corporate governance
- Leading distributed teams
- Succession at executive level
Who should attend
- board members
- heads of function
- divisional heads
- founders and managing directors
- executives and C-suite members
