Upon completion of this intensive course, participants will be able to:

• Apply proven leadership models to contract management and negotiation scenarios.
• Develop and execute effective communication strategies tailored to diverse internal and external stakeholders.
• Master techniques for conflict resolution and building consensus in multi-functional contract review teams.
• Define the Contract Manager's role as a strategic business partner and value integrator within the organization.
• Employ structured influencing tactics to drive change and secure executive sponsorship for contract initiatives.
• Lead virtual and geographically dispersed negotiation teams to a common commercial goal.
• Conduct effective stakeholder mapping and analysis to identify key sources of power and resistance.
• Translate complex legal and commercial risks into clear, business-focused language for executive decision-making.

• Contract Managers transitioning into leadership or director roles
• Heads of Contract Administration and Commercial Operations
• Senior Procurement and Sourcing Professionals
• Project and Program Leaders overseeing major contract portfolios
• Business Development and Sales Leaders involved in deal structuring
• Cross-functional team members seeking to improve collaboration
• Professionals aspiring to become Chief Commercial Officers (CCOs)

• Intensive role-playing scenarios focused on managing conflict between two internal stakeholders.
• Group exercise creating a stakeholder map and tailored communication plan for a major contract initiative.
• Workshop on presenting a complex contract risk profile to a mock executive committee.
• Discussions and practical exercises on virtual team leadership and global negotiation.
• Individual assignments focused on developing a personal leadership action plan.

Unit 1: The Contract Manager as a Strategic Leader

• Shifting mindset from process management to strategic vision and influence.
• Applying situational leadership models (e.g., Hersey-Blanchard) to contract team dynamics.
• Developing a personal leadership brand centered on value, integrity, and commercial acumen.
• The ethics of influence and leading by example in high-pressure environments.

• Techniques for translating contract strategy into a concise, compelling executive brief.
• Mastering the art of presenting risk and reward to secure senior management buy-in.
• Structuring persuasive arguments for significant investments in CLM systems or process change.
• Using storytelling and data visualization to communicate complex contract performance issues.

Unit 2: Stakeholder Management and Cross-Functional Influence

• Conducting detailed stakeholder mapping (power/interest grid) for complex contract projects.
• Identifying and engaging key internal stakeholders (Legal, Finance, IT, Operations).
• Strategies for managing resistant or non-engaged stakeholders and overcoming organizational silos.
• The role of the contract leader in managing external stakeholders (customers, partners, regulators).

• Employing principled negotiation and interest-based bargaining to resolve internal disagreements.
• Techniques for facilitating cross-functional workshops to standardize contract terms.
• Addressing and mediating personality conflicts within high-stress negotiation teams.
• Strategies for managing conflicting departmental incentives (e.g., Sales revenue vs. Legal risk).

Unit 3: Mastering Negotiation and Team Leadership

• Defining roles, responsibilities, and communication protocols for the core negotiation team.
• Techniques for maintaining team discipline, controlling messaging, and managing information flow.
• Strategies for debriefing negotiation sessions and adapting the team's approach quickly.
• The role of the contract leader as a central repository for all commercial and legal intelligence.

• Best practices for leading and motivating geographically dispersed contract teams.
• Strategies for overcoming cultural differences in negotiation and contract interpretation.
• Utilizing technology (video conferencing, shared platforms) for maximum team synergy.
• Ensuring clear, consistent communication across different time zones and language barriers.

Unit 4: Driving Change and Process Adoption

• Applying foundational change management principles (e.g., Kotter's 8-Step Process) to contract initiatives.
• Techniques for overcoming user resistance to new CLM systems or standardized templates.
• Creating champions and advocates for contract process improvement across the business.
• Measuring the success of influence and change efforts through tangible business metrics.

• Mentoring and coaching junior contract staff on negotiation and relationship management.
• Developing internal training programs for business stakeholders on contract basics and compliance.
• Delegating responsibility and building accountability within the contract management function.
• Succession planning and preparation for future contract management leaders.