Leadership and Management in International Development Training Course

Participants can translate strategic intent into accountable programme priorities and decision arrangements.

• Theory of Change assumptions tested against local evidence and stakeholder perspectives
• Translating strategic intent into outcome pathways, outputs, activities and indicators
• OECD DAC Criteria used to frame relevance, coherence and effectiveness
• Scenario planning for funding shocks, political change and access constraints
• Decision rights clarified through a RACI matrix and delegation limits
• Quarterly priorities sequenced using impact, urgency, dependency and available capacity

Participants can establish team structures, routines and coaching practices that support delivery.

• Selecting leadership approaches using situational leadership and team readiness
• Psychological safety established through meeting norms, inquiry and error reporting
• Role clarity documented with RACI assignments, handovers and escalation routes
• Coaching conversations structured with GROW questions and agreed actions
• Performance expectations linked to workplans, behaviours, feedback and support
• Managing remote and dispersed teams through communication cadences and decision logs

Participants can manage recruitment, performance, development and succession with fairness and evidence.

• Workforce planning matched to programme phases, funding horizons and local capacity
• Equitable recruitment practices addressing bias, safeguarding and conflict-of-interest risks
• Performance management using objectives, evidence records, check-ins and development plans
• Feedback delivered through SBI: situation, behaviour, impact and next steps
• Addressing underperformance with factual documentation, support measures and review dates
• Succession planning identifies critical roles, readiness gaps and mentoring actions

Participants can build accountable relationships with partners, communities, donors and public authorities.

• Stakeholder mapping with interest-influence matrices and salience analysis
• Partner due diligence covering governance, financial controls, safeguarding and delivery capacity
• Negotiating shared objectives, reporting duties, budget authority and risk ownership
• Community engagement planned through representative consultation and feedback channels
• Conflict analysis separates positions, interests, actors, triggers and connectors
• Memoranda of understanding define decisions, data sharing and dispute resolution

Participants can communicate evidence, influence decisions and handle difficult management conversations constructively.

• Audience analysis differentiates donor, government, partner, community and internal messages
• Briefing notes structure evidence, options, recommendation, risks and requested decision
• Influencing without authority uses interests, alliances, framing and credible evidence
• Facilitation agendas balance participation, power dynamics, time control and decisions
• Difficult conversations prepared with facts, intent, questions and agreed boundaries
• Negotiation planning sets BATNA, walk-away points, concessions and documentation

Participants can use programme evidence to review performance and make timely management adjustments.

• Results frameworks connect impact, outcomes, outputs, indicators and assumptions
• Indicator selection tests validity, reliability, feasibility, disaggregation and utility
• Baseline plans specify sources, methods, timing, ownership and data quality checks
• Adaptive management uses monitoring signals, learning reviews and decision logs
• Data review meetings distinguish variance, cause, action owner and due date
• Learning products convert evidence into programme adjustments and donor updates

Participants can meet leadership responsibilities for safeguarding, ethical decisions and incident response.

• Safeguarding leadership sets reporting routes, survivor-centred response and accountability
• Do-no-harm analysis anticipates exclusion, stigma, retaliation and unintended consequences
• Ethical decisions balance duty of care, consent, confidentiality and equity
• Protection from sexual exploitation and abuse responsibilities clarified for managers
• Fraud red flags escalated through whistleblowing procedures and investigation protocols
• Incident communications protect confidentiality, legal duties, trust and operational continuity

Participants can oversee financial performance, risk controls and key donor compliance requirements.

• Budget variance analysis links burn rate, forecasts, commitments and corrective actions
• Risk registers score likelihood, impact, controls, owners and review dates
• Risk appetite guides escalation thresholds, contingency funding and management responses
• Internal controls separate approval, payment, reconciliation and asset custody duties
• Donor compliance calendars track reporting, procurement, amendments and audit evidence
• Business continuity plans address security incidents, access loss and critical services

Participants can plan and lead a structured response to a live management or organisational change.

• Change impact assessments identify affected groups, losses, benefits and resistance
• Kotter's eight-step model adapted for programme restructuring and policy shifts
• Implementation roadmaps assign milestones, owners, dependencies, resources and review points
• Leadership application plans target a live management challenge and measurable outcomes
• Peer accountability arrangements establish check-ins, evidence sources and revision triggers
• Personal reflection identifies leadership habits, assumptions, strengths and priority behaviours