Lead Organiser Development Program

The Lead Organiser Development Program aims to build the skills of organisers who supervise other organising staff. Refine your planning skills and explore various systemic models of supervision and management.

About this course:

The Lead Organiser Development Program aims to build the skills of organisers who supervise other organising staff. It develops skills in planning, staff professional development, and systems of supervision and management. The course aims to build effectiveness and accountability in organisers, assist in building good corporate governance in unions, and to promote professional practice in representational work. The duration and delivery of the program can be tailored to unions and participants’ professional development needs.

This course is offered in five-day training via in person plus two two-hour follow up sessions (one at four weeks and one at three months post course) via zoom. This course is also offered online (via zoom) in two blocks of three-day over two consecutive weeks plus two two-hour follow up sessions (one at four weeks and one at three months post course) via zoom.

Course Audience:

Lead Organisers

Course Delivery:

6 days via zoom & 2 x 2 hours sessions via zoom or 5 days in person & 2 x 2 hours sessions via zoom

Course Cost:

$585.00 via zoom or $1,045.00 in person (GST inclusive)

Digital Badge:

Yes - Digital badge awarded upon completion

Download the Course Brochure (coming soon)

Upcoming Training


Course start: 30/10/2023 9:00 am

Course end: 03/11/2023 5:00 pm

Register now

Learning Outcomes:

This course enables the participants to:

  • define what is necessary to effectively lead and manage the union;
  • assess the current strengths and weaknesses of how the union plans, manages and develops all levels;
  • describe the components of the role of leader in the union;
  • explaining two critical roles of leaders: planning and developing others;
  • discuss how the various levels of the union will develop and operate effectively;
  • describe the leaders role in supporting staff and delegate education/development;
  • compare the features of how an apprentice learns to how staff and delegates learn;
  • list the reasons staff may demonstrate behaviour which is contrary to the direction of the union, is neither contrary nor embraces and why staff may embrace the direction; map the union;
  • develop a tool which enables positive strategies to move staff to be implemented; analyse causes of various behaviour;
  • list the components of successful change and success;
  • describe the importance of vision and values;
  • describe the ways to create understanding and positive motivation for the need to change;
  • describe the key shifts necessary for organisers to be more effective;
  • demonstrate the importance of listening and questioning over telling;
  • explain the importance of staff having clear goals, clear roles and a clear purpose to activities;
  • explain how skills, knowledge and attitude is necessary to achieve desired behaviour;
  • define the role an organiser;
  • describe the necessary components if a delegate or organiser is going to learn, move or implement a plan;
  • outline an agenda that can be utilised by organisers with delegates and by leaders with organisers;
  • describe the role of formal and informal education and the importance of follow-up;
  • identify barriers to organisers working in ways necessary to implement plans;
  • describe strategies to overcome the barriers, including strategies to overcome the servicing and bargaining load;
  • outline positive ways to manage and motivate organisers and other staff;
  • describe the importance of utilising priorities and pilots;
  • explain the benefits of focusing on the steps necessary in a plan rather than simply the outcomes;
  • list the pros and cons of Micro management; assess current planning methods;
  • assess the strengths and weaknesses of current meetings with staff;
  • demonstrate an effective one-on-one meeting, team meeting and staff meeting;
  • recommend changes to roles and structures that would enable these functions to be performed;
  • assess the pros and cons of a lead organiser role;
  • describe what skills and knowledge leaders need;
  • describe how a leader can operate in a way which enables staff to develop strategic and critical thinking;
  • describe the types of plans and their relationship, who is responsible for developing them and who is involved;
  • list the components or steps in an effective organising plan;
  • demonstrate an effective development of plans;
  • explain the importance of using visuals;
  • demonstrate a constructive review of plans;
  • describe an effective and positive performance management system;
  • describe procedures to handle performance difficulties;
  • outline the features of successful cultural change;
  • describe the symmetry between what we want organisers to do with delegates and what leaders need to do with organisers; and
  • define changes to current practice and behaviour following the course.



In Person : 30 October – 3 November 2023 from 9:00am to 5:00pm (AEDT)

Follow Up Session One: 24 November 2023 from 2:00pm to 4:00pm (AEDT)

Follow Up Session Two: 23 February 2023 from 11:00am to 1:00pm (AEDT)