Management, Leadership and HR
Leadership Development
Senior Leadership and Organisational Judgement
For leaders whose decisions are now made with incomplete information and felt across the whole organisation.
- Duration
- 3 days
- Contact hours
- 18
- Level
- Executive
- Fee from
- On enquiry
Overview
At senior level the problems that reach you are the ones nobody below could resolve, which means they are ambiguous by definition. This programme is about judgement under that condition: how to decide when the data will never be sufficient, how to carry accountability for outcomes you do not directly control, and how to build a leadership team that argues productively rather than agreeing politely.
Who should attend
Directors, heads of function and senior managers with organisation wide accountability.
What you will be able to do
- Make defensible decisions where evidence is incomplete and will remain so.
- Build a leadership team that surfaces disagreement before a decision rather than after it.
- Allocate attention deliberately across competing priorities.
- Recognise the failure modes that come with seniority, including filtered information.
How it is taught
Short input, then work, across 3 days of roughly 6 teaching hours each. Exercises run on situations delegates bring rather than on a case study written for a different organisation. Cohorts are capped so that everybody is asked something.
Available as classroom, executive workshop, in house.
Programme outline
Day 1
Judgement under ambiguity
- Deciding without sufficient evidence
- Reversible and irreversible decisions
- Recording reasoning so it can be reviewed later
- Common distortions at senior level
The filtered organisation
- Why bad news slows down as it rises
- Building routes around the hierarchy
- Reading weak signals
- Testing what you are being told
Day 2
Leading a leadership team
- Productive disagreement and how to require it
- Commitment after a decision the individual opposed
- Managing peers who are also rivals
- Succession and building the layer beneath
Day 3
Attention as the scarce resource
- Portfolio triage across competing priorities
- What only you can do
- Sustaining judgement under sustained load
- Deciding what to stop
What you leave with
- A decision record format that separates judgement from evidence.
- A diagnosis of where the delegate's own information is being filtered.
- A revised meeting structure for the delegate's leadership team.
- An attention allocation review across the current portfolio.
Dates and fees
| Dates | Location | Format | Fee |
|---|---|---|---|
| 23 to 25 November 2026 | Cape Town, South Africa | Classroom | R12,000 |
| 30 November 2026 to 2 December 2026 | Windhoek, Namibia | Classroom | R12,000 |
| 7 to 9 December 2026 | Durban, South Africa | Classroom | R12,000 |
| 14 to 16 December 2026 | Dar es Salaam, Tanzania | Classroom | US$1,200 |
Fees are per delegate and cover tuition, all programme materials and the certificate. Travel, accommodation and visas are arranged by the delegate. Registration closes two weeks before a programme starts.
Certificate
A GATI certificate recording what was attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended. Every certificate carries a code that anybody can check against GATI's own record.
It records participation. and GATI does not claim one it does not hold.