Clarify your role
Distinguish your decisions from responsibilities held by other leaders and specialists.
FACE TO FACE · BOARD & C-SUITE
Integrity, Culture & Incentives at Board Level
Look beyond values statements to the behavior the organization rewards. A face-to-face workshop with facilitated discussion and a realistic leadership scenario.
6 connected modules1 leadership scenario1 leadership output
IS THIS FOR ME?
Designed for your seat at the table.
Board members, chairs and remuneration committee members.
How we tailor the session
Before delivery, we agree the audience, governance structure, sector and jurisdiction. Relevant organizational materials can inform the discussion through an agreed secure process. Legal responsibilities are reviewed with appropriate local advice.
WHAT YOU WILL TAKE AWAY
Turn discussion into leadership action.
Challenge the evidence
Use the programme’s questions to expose assumptions and unresolved issues.
Practise judgment
Discuss options and consequences in a facilitated scenario.
Leave with an output
A culture and incentives challenge map.
THE FULL PROGRAMME
Six connected conversations.
Open each module to explore the discussion.
01Define the behaviors that matter
Values in difficult decisions.
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Define the behaviors that matter
Values in difficult decisions.
Discussion focus
- Values in difficult decisions.
- Signals sent by senior leaders.
At the table: Discuss how values in difficult decisions affects the scenario, identify the evidence you would request and agree who should act.
02Read culture evidence
Surveys, reports and employee voice.
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Read culture evidence
Surveys, reports and employee voice.
Discussion focus
- Surveys, reports and employee voice.
- Silence and weak signals.
At the table: Discuss how surveys, reports and employee voice affects the scenario, identify the evidence you would request and agree who should act.
03Examine incentive design
Targets and unintended pressure.
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Examine incentive design
Targets and unintended pressure.
Discussion focus
- Targets and unintended pressure.
- Promotion and performance decisions.
At the table: Discuss how targets and unintended pressure affects the scenario, identify the evidence you would request and agree who should act.
04Challenge inconsistent consequences
Treatment of high performers.
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Challenge inconsistent consequences
Treatment of high performers.
Discussion focus
- Treatment of high performers.
- Fairness and accountability.
At the table: Discuss how treatment of high performers affects the scenario, identify the evidence you would request and agree who should act.
05Agree oversight indicators
Qualitative and quantitative evidence.
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Agree oversight indicators
Qualitative and quantitative evidence.
Discussion focus
- Qualitative and quantitative evidence.
- Avoiding misleading comfort from averages.
At the table: Discuss how qualitative and quantitative evidence affects the scenario, identify the evidence you would request and agree who should act.
06Discuss the performance dilemma
Evaluate competing explanations.
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Discuss the performance dilemma
Evaluate competing explanations.
Discussion focus
- Evaluate competing explanations.
- Set a board-level follow-up agenda.
At the table: Discuss how evaluate competing explanations affects the scenario, identify the evidence you would request and agree who should act.
The agenda is tailored before delivery. Duration, venue, facilitation arrangements and fees are agreed with your organization.
FACILITATED SCENARIO · FICTIONAL
A decision worth rehearsing.
A top-performing business unit exceeds targets while turnover and allegations of sales pressure rise.
Your challenge: distinguish the known facts from assumptions, challenge the options and agree an accountable next step.
What evidence is missing, and whose perspective is absent?
What can be decided now, and what requires further review?
Who owns the action, and when will you test progress?
YOUR PRACTICAL TAKEAWAY
A culture and incentives challenge map.
Develop a working draft through the session, then refine it for your organization’s governance arrangements.
What the output captures
- Key questions and evidence gaps from the scenario.
- Decisions, responsibilities and escalation points.
- Actions to adapt and review after the workshop.
DELIVERY AND COMPLETION
Face to face. Focused on judgment.
Prepare
Agree objectives and participant roles. Receive a concise briefing and tailored agenda before the session.
Discuss and rehearse
Work through facilitated challenges and scenarios. Separate board and executive sessions can be combined with a joint discussion where appropriate.
Apply and follow through
Leave with a working output and agreed next actions. This programme can stand alone or contribute to the complete Academy pathway.
Explore the complete pathway →Certificate arrangements
A Compliance House completion record identifies the programme attended. The proposed full Strategic Compliance Leadership certificate covers all 12 programmes and a facilitated capstone. Participation and completion criteria are agreed before enrolment; it is not an externally accredited qualification, professional licence or assurance of compliance.
YOUR NEXT STEP
Make this learning relevant to your work.
Discuss a tailored face-to-face session for your board, committee or executive team. We will confirm suitability, duration, delivery format, assessment arrangements and fees before you commit.