Project Leadership Training Course

Participants can identify behavioural patterns that affect their credibility, judgement and responses under pressure.

• DISC-style preferences considered alongside observable behaviour and project role demands
• Johari Window feedback used to reduce blind spots
• Identify trigger patterns during deadlines, ambiguity and authority challenges
• Emotional self-regulation techniques: pause, label, reframe and choose response
• Create a personal leadership brand statement grounded in evidence
• Solicit specific feedforward using SBI: Situation, Behaviour, Impact

Participants can establish team conditions that support accountability, trust and reliable collaboration.

• Tuckman's forming-to-performing model used to diagnose team maturity
• Team charter defines purpose, decision rights, norms and interfaces
• Belbin team roles inform balanced allocation of contribution
• Psychological safety established through inquiry, fallibility and constructive challenge
• Remote team rituals create visibility, connection and reliable handoffs
• Address social loafing through accountable commitments and visible work

Participants can analyse stakeholder dynamics and plan targeted engagement for project decisions and support.

• Stakeholder salience model assesses power, legitimacy and urgency
• Build stakeholder maps distinguishing sponsors, users, suppliers and regulators
• Analyse stakeholder interests, influence routes and likely resistance points
• Power-interest grids determine communication intensity and engagement approach
• Prepare sponsor briefings that request decisions, resources or intervention
• Sequence engagement actions around project milestones and approval gates

Participants can communicate project information clearly across technical, operational and executive audiences.

• Communication planning aligns message, audience, channel, cadence and owner
• Choose synchronous and asynchronous channels using urgency and complexity
• Structure executive updates with headline, evidence, implications and decisions
• Use active listening, paraphrasing and calibrated questions during discussions
• Frame difficult messages with facts, options, recommendation and consequences
• Meeting design specifies purpose, participants, agenda, decisions and actions

Participants can establish decision processes that reduce delay, ambiguity and unnecessary escalation.

• RACI clarifies responsible, accountable, consulted and informed project roles
• Decision-rights matrix assigns recommendation, approval and escalation responsibilities
• Apply RAPID to high-stakes cross-functional decision processes
• Distinguish reversible decisions from irreversible commitments under time pressure
• Facilitate consensus without suppressing dissent or delaying necessary action
• Document decision logs with rationale, owner, date and downstream impacts

Participants can sustain commitment and address performance issues within project teams.

• Herzberg's two-factor theory separates hygiene factors from motivators
• Match recognition methods to contribution, preference and project constraints
• Use autonomy, mastery and purpose to sustain discretionary effort
• Set challenging commitments using SMART criteria and acceptance conditions
• Hold one-to-one conversations that connect work to development goals
• Recover morale after setbacks through candour, learning and visible progress

Participants can diagnose project conflict and intervene with appropriate conversation and negotiation methods.

• Thomas-Kilmann modes selected according to stakes, relationships and time
• Separate positions from interests using principled negotiation techniques
• Diagnose task, process and relationship conflict before intervening
• Prepare difficult conversations using facts, impact, request and boundaries
• De-escalate emotional exchanges through acknowledgement, pauses and reframing
• Escalate unresolved issues with options, risks and decision deadlines

Participants can lead adoption activities that address behavioural, operational and stakeholder impacts.

• ADKAR identifies awareness, desire, knowledge, ability and reinforcement gaps
• Assess change impacts on roles, processes, systems and controls
• Build adoption plans around affected groups, behaviours and milestones
• Identify informal influencers who shape peer acceptance and resistance
• Manage transition risks through communications, training and sponsor visibility
• Measure adoption with leading indicators, feedback loops and corrective actions

Participants can review leadership performance and create a focused plan for continued application.

• Project health reviews integrate delivery metrics, team signals and stakeholder sentiment
• Use after-action reviews to capture lessons, decisions and follow-through
• Constructive feedback follows SBI and agreed future-focused requests
• Coaching questions help team members generate accountable solutions
• Create a 90-day leadership application plan with measurable commitments
• Schedule peer accountability checkpoints to review actions, evidence and adjustments