Leading for Results Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Team Leaders, New Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-LD-156

Before you join: Participants should have experience supervising staff, coordinating projects, or leading work through colleagues and stakeholders.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Leaders are judged by the results their teams deliver, but results rarely depend on technical expertise alone. Managers must convert organisational priorities into clear goals, establish accountability without micromanaging, make decisions with incomplete information, and address performance problems early. They must also maintain trust when targets, resources and stakeholder demands conflict. Without a disciplined leadership approach, teams can become busy yet unfocused, decisions stall, and performance conversations are delayed until problems become costly.

This course develops the practical leadership methods needed to create direction, secure commitment and sustain execution. Participants learn to translate priorities into measurable team objectives, clarify roles through RACI, delegate with appropriate control, and use performance data to manage delivery. They practise structured communication, coaching through the GROW model, feedback using SBI, and decision-making tools for competing priorities. The course also addresses stakeholder management, leading through change, conflict resolution and the routines that keep plans moving after meetings end.

Teaching combines short instructor briefings with sector-based cases, group analysis, leadership simulations and structured peer feedback. Cases reflect the delivery pressures familiar to public agencies, financial institutions, NGOs and corporate functions: service backlogs, regulatory deadlines, programme delivery, operational targets and cross-functional dependencies. Participants complete a personal results leadership plan, supported by practical templates for goals, delegation, stakeholder communication and performance conversations.

The course is suited to managers who already supervise staff or lead work through others and need a more consistent method for delivering priorities. It is particularly useful for newly promoted managers, project and programme leaders, functional supervisors and experienced professionals preparing for broader leadership responsibility.

What you will be able to do

  • Translate organisational priorities into measurable team objectives using SMART and outcome measures
  • Clarify accountability, authority and decision rights using a RACI matrix
  • Conduct performance conversations using the SBI feedback method and agreed evidence
  • Delegate assignments using task, authority, boundaries and review-point planning
  • Coach employees towards self-generated actions using the GROW model
  • Prioritise competing demands using impact, urgency, dependency and capacity criteria
  • Lead stakeholder communication through structured messages, commitments and escalation routes
  • Produce a 90-day results leadership action plan for a current team priority

Benefits of attending

For you

  • Set team priorities with clearer measures, ownership and review points
  • Handle difficult performance conversations with a repeatable evidence-based structure
  • Delegate work without losing visibility of risk, quality or deadlines
  • Coach staff towards practical actions rather than supplying every answer
  • Build a 90-day plan for improving results in a current leadership role

For your organisation

  • Clearer alignment between organisational priorities and team-level commitments
  • Earlier identification and correction of delivery and performance problems
  • More consistent delegation, decision rights and escalation practices
  • Better follow-through on cross-functional actions and stakeholder commitments
  • Stronger manager capability for sustaining service, project and operational results

Course modules

10 modules over 5 days

Participants can define their leadership contribution and establish clear accountability for team results.

  • Results leadership: translating organisational purpose into observable team contributions
  • Distinguishing accountability, authority and responsibility using a practical role map
  • Leadership impact audit against task, team and individual needs
  • Balancing delivery pressure with trust, fairness and psychological safety
  • Situational Leadership choices matched to capability, confidence and task urgency
  • Personal leadership principles expressed through observable management behaviours
  • Stakeholder expectations converted into clear leadership service commitments

Participants can turn strategic priorities into focused, measurable and motivating team goals.

  • Strategic priorities translated into team outcomes, measures and delivery dates
  • SMART objectives written with ownership, evidence and review milestones
  • Outcome, output, activity and input measures distinguished accurately
  • OKR logic used to connect ambitious outcomes with measurable key results
  • Leading indicators identified before lagging performance measures deteriorate
  • Team scorecards limited to measures that support timely management action
  • Goals communicated through purpose, priorities, standards and consequences

Participants can prioritise work and build management routines that maintain delivery momentum.

  • Impact-effort matrix used to rank competing initiatives and requests
  • Urgent versus important work tested with the Eisenhower Matrix
  • Critical dependencies mapped before committing dates and resource assumptions
  • Weekly execution rhythm built around priorities, blockers and decisions
  • Action logs specify owner, deadline, evidence and escalation trigger
  • Capacity constraints exposed through workload, skills and availability reviews
  • After-action reviews capture lessons, corrective actions and accountable owners

Participants can allocate work and decision authority without creating confusion or unnecessary control.

  • RACI matrix assigns responsible, accountable, consulted and informed parties
  • Decision rights separated from technical input and approval authority
  • Delegation brief defines outcome, boundaries, resources and review points
  • Levels of delegation matched to risk, competence and consequence
  • Control points scheduled around milestones rather than constant checking
  • Escalation criteria agreed before delivery risks become urgent problems
  • Authority gaps identified where accountability exceeds available decision power

Participants can communicate priorities in ways that create clarity, commitment and timely feedback.

  • Message mapping links strategic intent, team impact and required action
  • Communication channels selected by urgency, complexity and audience needs
  • Briefing structure states context, decision, responsibilities and next steps
  • Active listening tests assumptions through paraphrasing, probing and summarising
  • Questions framed to surface risks, dependencies and alternative viewpoints
  • Meeting contracts establish purpose, decisions, participation and time boundaries
  • Commitment checks confirm understanding, ownership and delivery confidence

Participants can manage performance issues promptly using evidence, standards and agreed improvement actions.

  • Performance standards translated into observable behaviours, quality and timeliness
  • SBI feedback structures observations, impact and required future behaviour
  • Evidence separated from interpretation during difficult performance discussions
  • Feedforward focuses attention on future actions and support requirements
  • Performance gaps diagnosed across capability, clarity, resources and motivation
  • Improvement plans define expected standard, actions, support and review dates
  • Documentation records facts, agreements, follow-up and unresolved concerns

Participants can use coaching conversations to strengthen judgement, ownership and problem-solving capability.

  • GROW model guides goal, reality, options and way-forward conversations
  • Coaching questions move from problem description to personal responsibility
  • Advice, mentoring, coaching and directing selected for the situation
  • Listening for assumptions, constraints and untested conclusions during discussions
  • Options generated before evaluating feasibility, risk and resource requirements
  • Development assignments stretch capability while protecting critical delivery commitments
  • Follow-up conversations review learning, action completion and further support

Participants can make timely, defensible decisions under uncertainty and competing stakeholder demands.

  • Decision framing distinguishes the real choice from surrounding symptoms
  • Root cause analysis uses Five Whys and cause-and-effect diagrams
  • Decision criteria weighted against impact, cost, risk and feasibility
  • Consultative decisions gather expertise without transferring accountability
  • RAPID model clarifies recommend, agree, perform, input and decide roles
  • Bias checks address anchoring, confirmation bias and premature consensus
  • Decision records capture rationale, assumptions, owners and review triggers

Participants can maintain delivery relationships during change, disagreement and competing interests.

  • Stakeholder mapping assesses influence, interest, expectations and likely resistance
  • Change messages explain rationale, local impact and required behavioural shifts
  • ADKAR identifies awareness, desire, knowledge, ability and reinforcement needs
  • Conflict sources separated into task, process, relationship and values issues
  • Interest-based negotiation identifies needs beneath stated positions and demands
  • Escalation conversations present facts, options, consequences and requested decisions
  • Resistance handled through inquiry, acknowledgement, involvement and clear boundaries

Participants can establish a practical 90-day leadership plan that sustains focus and accountability.

  • Daily, weekly and monthly leadership routines matched to delivery needs
  • One-to-one agendas combine priorities, performance, development and wellbeing
  • Team meetings track scorecards, decisions, dependencies and action closure
  • Visual management boards make work status, risks and ownership visible
  • Recognition linked to specific behaviours, contribution and agreed standards
  • 90-day action plan prioritises leadership habits and measurable team improvements
  • Review checkpoints test progress, revise actions and reinforce accountability

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. SMART team objectives template
  2. RACI decision-rights matrix
  3. Delegation briefing checklist
  4. SBI performance conversation planner
  5. GROW coaching question guide
  6. 90-day results leadership action plan

Who should attend

  • Team Leaders — need clearer methods for setting direction and managing delivery
  • New Managers — require practical routines for leading former peers
  • Project Managers — coordinate results through people beyond direct reporting lines
  • Programme Managers — manage priorities, dependencies and stakeholder commitments
  • Functional Supervisors — address performance issues while maintaining working relationships
  • Senior Specialists — prepare to assume formal leadership responsibility

Skills and tools covered

Goal settingPerformance managementCoaching conversationsDelegation controlStakeholder communicationExecution planning

Tools and standards

SMART objectives, RACI matrix, GROW model, SBI feedback model

How the course runs

Training methodology

The course uses short briefings to introduce each leadership method, followed by case work, group exercises and facilitated discussion. Participants analyse realistic delivery situations involving missed targets, unclear ownership, difficult feedback, competing priorities and stakeholder pressure. Simulations provide practice in delegation, coaching, performance conversations and decision-making. Peer and instructor feedback focuses on observable leadership behaviour and the quality of agreed actions. Application planning connects each method to a current workplace priority, team issue or delivery commitment.

Requirements and prerequisites

Participants should have experience supervising staff, coordinating projects, or leading work through colleagues and stakeholders. They should be familiar with their organisation's objectives, reporting arrangements and normal performance expectations. Bringing one current team challenge, delivery priority or stakeholder issue will make the application planning more useful. No formal leadership qualification is required. Prior study of coaching, project management or organisational psychology is not required. The course does not assume responsibility for budgets, large teams or formal disciplinary authority.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have some responsibility for supervising people, coordinating work, or influencing delivery through colleagues. Formal management training is not required, but the course is most useful when you can apply it to a real team or work priority.

Bring details of a current team objective, delivery challenge, performance issue or stakeholder concern. You do not need to bring confidential documents; anonymised facts and examples are sufficient.

It is designed for team leaders, new managers, project and programme managers, supervisors and senior specialists moving into leadership roles. It suits people who need results through others, whether or not they have large direct teams.

This course concentrates on converting priorities into execution: goals, measures, accountability, delegation, performance and follow-through. It includes people leadership methods, but connects them directly to service, project and operational results.

Participants leave with reusable templates and a 90-day action plan linked to a current workplace priority. The tools can be used in team meetings, one-to-ones, project reviews, stakeholder updates and performance discussions.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. Time is divided between instructor input, cases, group work, simulations, feedback and application planning across ten connected modules.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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