Clarify your role
Distinguish your decisions from responsibilities held by other leaders and specialists.
FACE TO FACE · BOARD & C-SUITE
Oversight of Speak-Up & Investigations
Protect independent handling while maintaining appropriate board oversight. 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 and committee members with investigation oversight responsibilities.
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
An investigation oversight protocol outline.
THE FULL PROGRAMME
Six connected conversations.
Open each module to explore the discussion.
01Understand oversight boundaries
Management handling and independent oversight.
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Understand oversight boundaries
Management handling and independent oversight.
Discussion focus
- Management handling and independent oversight.
- Avoiding interference in fact-finding.
At the table: Discuss how management handling and independent oversight affects the scenario, identify the evidence you would request and agree who should act.
02Identify conflicts and independence needs
Subject involvement and reporting lines.
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Identify conflicts and independence needs
Subject involvement and reporting lines.
Discussion focus
- Subject involvement and reporting lines.
- When external support may be appropriate.
At the table: Discuss how subject involvement and reporting lines affects the scenario, identify the evidence you would request and agree who should act.
03Protect reporting confidence
Confidentiality and retaliation concerns.
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Protect reporting confidence
Confidentiality and retaliation concerns.
Discussion focus
- Confidentiality and retaliation concerns.
- Routes for concerns about senior leaders.
At the table: Discuss how confidentiality and retaliation concerns affects the scenario, identify the evidence you would request and agree who should act.
04Agree proportionate reporting
Need-to-know access and case milestones.
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Agree proportionate reporting
Need-to-know access and case milestones.
Discussion focus
- Need-to-know access and case milestones.
- Questions that do not prejudge findings.
At the table: Discuss how need-to-know access and case milestones affects the scenario, identify the evidence you would request and agree who should act.
05Oversee response and learning
Consistent consequences and remediation.
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Oversee response and learning
Consistent consequences and remediation.
Discussion focus
- Consistent consequences and remediation.
- Legal advice and records arrangements.
At the table: Discuss how consistent consequences and remediation affects the scenario, identify the evidence you would request and agree who should act.
06Rehearse the senior-leader allegation
Set an independent oversight route.
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Rehearse the senior-leader allegation
Set an independent oversight route.
Discussion focus
- Set an independent oversight route.
- Agree updates, safeguards and decision boundaries.
At the table: Discuss how set an independent oversight route 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.
An allegation concerns a senior executive who normally approves investigation budgets and receives case updates.
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
An investigation oversight protocol outline.
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.