Leadership & Management

Managing a Team That Delivers

From assigning work to handling performance and conflict, with tools you use the next week.

A scene from the case discussion

What you will be able to do.

  • 01

    Assign work by ability and opportunity, not by who volunteers.

  • 02

    Set clear goals for each member and review them on a steady rhythm.

  • 03

    Address weak performance early, before it becomes a crisis.

  • 04

    Settle conflict inside the team and turn it into a decision.

  • 05

    Run shorter meetings that end in decisions and owners.

Who it is for.

Anyone who owns a decision at work and wants to make it on clearer ground.

  • Early career

    Building a professional base

    Learn the language and tools of business before you need them.

  • New manager

    Taking charge of a team for the first time

    Move from doing the work to owning its results.

  • Owner

    Running a business of your own

    Give your daily decisions a clear frame.

A slot for a real learner's view of this course, with consent.

Learner name (draft)Role and organisation

  • 00%

    More confidence leading

    A figure from a real survey, when there is one.

  • 00%

    Skills applied at work

    A figure from a real survey, when there is one.

  • 00%

    Effect on career

    A figure from a real survey, when there is one.

What you earn.

The syllabus.

4 modules and about 36 hours.

PreworkBefore you start

Before the start: write a one-page list of your team's tasks and who owns each, to work on in the first module.

Module 1 · 9 hReading your team: who does what

You map your team's work and load, find the bottlenecks, and redistribute tasks in the case of a sales team that works flat out and still misses its targets.

Module 2 · 9 hGoals and a follow-up rhythm

You write measurable goals for each member, design a weekly one-to-one and a simple tracking board, and test them on the operations team of a family-owned manufacturer.

Module 3 · 9 hManaging performance

You tell a skill gap from a motivation gap, practise a documented performance talk with a slipping employee, then write a 30-day improvement plan and decide when the effort ends.

Module 4 · 9 hConflict, meetings and decisions

You analyse a dispute between two members and design a way to settle it, rebuild your weekly meeting to end in decisions, and hand in a three-month plan for managing your team.

Upcoming cohorts.

Upcoming cohorts
StartsPay byPriceTime
11 Jan 20279 Jan 20274,900 SAR6 weeks · 6 h a week (about 36 h)
22 Feb 202720 Feb 20274,900 SAR6 weeks · 6 h a week (about 36 h)
5 Apr 20273 Apr 20274,900 SAR6 weeks · 6 h a week (about 36 h)

Dates and prices are drafts.

Taught by aali's faculty.

Teachers' names and photos are added once confirmed.

  • Faculty member (draft)Leadership & Management
  • Faculty member (draft)Leadership & Management
  • Faculty member (draft)Leadership & Management

How you learn here.

  • Hands-on

    Something to do every few minutes

    Short questions and exercises keep you working, not just watching.

  • Peers

    A cohort learning beside you

    You discuss the same case and disagree about it.

  • Cases

    Real companies, real decisions

    Put yourself in the seat of the person who decided.

Common questions.

When does access start?

For cohort courses on the start date; for on-demand courses as soon as payment is complete.

How much time do I need each week?

About 6 hours a week. The details are in the course summary.

Do I need prior experience?

No. Willingness to learn is enough.

What do I get when I finish?

An aali certificate of completion you can add to your CV. We claim no degree and no accreditation.

Can my employer pay for me?

Yes. See the employer reimbursement guide.

More courses for you.

All courses and programmes