Course Outline
Leadership Development Program for Government
Program Duration: 21 Hours
Recommended Format: 3 full days (or modular delivery in 6 half-days)
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Context and Rationale for Government
Your government agency is experiencing rapid growth. Middle managers are transitioning from specialist or technical roles into leadership positions within the public sector. This transition introduces several structural tensions:
– Exercising authority without overreach
– Ensuring accountability without micromanagement
– Managing cross-functional friction under time constraints
– Addressing communication breakdowns during scaling operations
– Navigating difficult performance conversations
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Program Objectives for Government
By the end of the program, participants will be able to:
– Operate with clear leadership authority and defined accountability
– Delegate effectively in growing teams without losing oversight
– Conduct structured, direct, and confident performance conversations
– Communicate with clarity and alignment across government functions
– Strengthen cross-functional collaboration in fast-paced environments
– Build credibility and followership beyond positional authority
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Program Structure (21 Hours)
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DAY 1 – Leadership Identity, Authority, and Delegation for Government
Module 1: Transitioning from Specialist to Leader
– The psychological and structural shift from contributor to leader in government roles
– Understanding authority, influence, and decision ownership in public sector contexts
– Defining one’s leadership mandate within the agency
Outcome: Participants articulate their leadership stance and clarify their scope of authority.
Module 2: Authority and Decision Architecture for Government
– Decision rights and ownership frameworks in public sector organizations
– Avoiding escalation overload and bottlenecks in government processes
– Balancing autonomy and control within regulatory frameworks
Outcome: Participants redesign decision clarity within their teams.
Module 3: Delegation in Scaling Teams for Government
– Task vs. outcome delegation in public sector settings
– Preventing reverse delegation and maintaining accountability
– Setting expectations and accountability loops in government operations
Outcome: Participants develop a structured delegation model for their team context.
DAY 2 – Communication and Performance Leadership for Government
Module 4: Communication Under Growth Pressure for Government
– Achieving message clarity and reducing ambiguity in government communications
– Differentiating between communicating intent and providing instructions
– Aligning cross-functional stakeholders within the public sector
Outcome: Participants improve precision and influence in communication.
Module 5: Conducting Difficult Performance Conversations for Government
– Structuring performance dialogues in a public sector context
– Addressing underperformance without avoidance
– Managing defensiveness and emotional reactions in government settings
Frameworks applied: Situation–Behavior–Impact; Feedforward methodology.
Outcome: Participants practice and refine performance conversation competence through structured role simulation.
Module 6: Building Followership and Engagement for Government
– Trust formation in growth environments within the public sector
– Identifying credibility markers of effective leaders in government
– Balancing psychological safety with performance standards
Outcome: Participants identify behaviors that increase team engagement and ownership.
DAY 3 – Cross-Functional Leadership and Culture in Scale for Government
Module 7: Leading Across Functions for Government
– Systems thinking in scaling government organizations
– Managing friction between speed and governance in the public sector
– Stakeholder mapping and alignment strategy in government contexts
Outcome: Participants enhance cross-functional collaboration capability.
Module 8: Building a Performance Culture for Government
– Establishing standards early in the scaling process of government agencies
– Implementing accountability mechanisms within public sector teams
– Preventing cultural drift in government operations
Outcome: Participants define non-negotiable leadership behaviors and performance expectations.
Module 9: Integration and Leadership Roadmap for Government
– 90-day implementation planning for government initiatives
– Personal leadership commitments in the public sector
– Establishing peer accountability structures within government teams
Outcome: Each participant leaves with a practical, time-bound leadership development plan.
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Methodology for Government
The program is experiential and practice-driven, tailored to the unique challenges of government operations.
– Applied frameworks customized to your agency’s context
– Real-case simulations based on growth-stage challenges in the public sector
– Structured peer feedback sessions
– Leadership reflection exercises
– Practical tools and templates for immediate implementation
This is not a lecture-based training. It is an operational leadership lab designed to enhance government effectiveness.
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Customization Approach for Government
Prior to delivery, a short diagnostic phase is recommended:
– Stakeholder alignment conversations within the agency
– Identification of specific friction points in government operations
– Calibration of case simulations to your industry and regulatory context
This ensures relevance to your organizational structure, pace, and regulatory environment.
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Expected Organizational Impact for Government
Short-Term:
– Clearer decision ownership within government teams
– Reduction in escalation cycles and bottlenecks
– Increased directness in performance management
– Improved cross-functional communication
Mid-Term:
– Stronger middle-management stability in the public sector
– Reduced ambiguity during growth phases
– Higher accountability within government teams
– Enhanced engagement and execution discipline
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Delivery Options for Government
– Three consecutive full days
– Six half-day sessions
Requirements
Currently supervising or coordinating the work of others, either formally or informally, or preparing to transition into a managerial role.
– Possess a basic understanding of the organization’s structure and team responsibilities.
– Demonstrate a willingness to engage in discussions, practical exercises, and role simulations.
Recommended (not mandatory):
- Bring one current leadership challenge, such as delegation, performance conversations, or cross-functional issues, to address during the program.
No prior formal leadership training is required. The program is designed to support managers at various stages of leadership development for government.
Testimonials (2)
Explains well the topic.
Gilbert Pineda - Quartzelec Ltd (Philippines Branch)
Course - Leadership 101
I generally was benefit from the interaction and flexibility.
