Clarify your role
Distinguish your decisions from responsibilities held by other leaders and specialists.
FACE TO FACE · BOARD & C-SUITE
From Oversight to Sustained Improvement
Connect oversight findings to a practical leadership improvement agenda. 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 C-suite members undertaking a joint leadership programme.
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 90-day leadership improvement agenda.
THE FULL PROGRAMME
Six connected conversations.
Open each module to explore the discussion.
01Review the evidence together
Recurring findings and contradictory signals.
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Review the evidence together
Recurring findings and contradictory signals.
Discussion focus
- Recurring findings and contradictory signals.
- What the board and executives each see.
At the table: Discuss how recurring findings and contradictory signals affects the scenario, identify the evidence you would request and agree who should act.
02Explore underlying causes
Systemic pressures and ownership gaps.
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Explore underlying causes
Systemic pressures and ownership gaps.
Discussion focus
- Systemic pressures and ownership gaps.
- Why prior fixes did not hold.
At the table: Discuss how systemic pressures and ownership gaps affects the scenario, identify the evidence you would request and agree who should act.
03Prioritize leadership decisions
Materiality, feasibility and dependencies.
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Prioritize leadership decisions
Materiality, feasibility and dependencies.
Discussion focus
- Materiality, feasibility and dependencies.
- Decisions that unlock operational progress.
At the table: Discuss how materiality, feasibility and dependencies affects the scenario, identify the evidence you would request and agree who should act.
04Build the improvement agenda
Owners, resources and milestones.
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Build the improvement agenda
Owners, resources and milestones.
Discussion focus
- Owners, resources and milestones.
- Evidence that would demonstrate progress.
At the table: Discuss how owners, resources and milestones affects the scenario, identify the evidence you would request and agree who should act.
05Design follow-through
Management checkpoints and board scrutiny.
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Design follow-through
Management checkpoints and board scrutiny.
Discussion focus
- Management checkpoints and board scrutiny.
- Reopening actions when evidence is weak.
At the table: Discuss how management checkpoints and board scrutiny affects the scenario, identify the evidence you would request and agree who should act.
06Present the leadership capstone
Defend the proposed agenda.
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Present the leadership capstone
Defend the proposed agenda.
Discussion focus
- Defend the proposed agenda.
- Agree challenge questions and the next review.
At the table: Discuss how defend the proposed agenda 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.
Repeated issues return to the board despite management reporting that every prior action is closed.
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 90-day leadership improvement agenda.
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.