Prepare for senior and global leadership in GCCs, IT services and multinational companies.
You already manage work and deliver results. Your next ambition is a larger portfolio, responsibility across teams or countries, and the earning power that broader contribution can support. The next step asks you to make business decisions, influence people outside your authority and enable results through others.
The Step Up to Senior Leadership is a six-week course with twelve practical lessons. You work on the habits that can keep an experienced manager in delivery mode: accepting every request, explaining activity without its impact, waiting for certainty and retaining decisions your team could own.
Not sure which option fits? Book a 20-minute conversation with me. We’ll discuss your situation and decide whether the course or cohort suits what you need.
Six weeks of material. Study at your own pace. Current fee and purchase details are on TagMango.
Leadership skills.
Greater earning power.
By lunchtime, a regional customer needs a decision, another team has challenged your priorities and your own team is waiting for direction.
Your contribution increasingly comes from how you frame the choices, communicate the consequences and enable other people to act.
The finance director needs to understand what your team’s work changed. You explain the operational result, its business significance and the evidence behind it.
Skills to practiceOutcome Translation and Speak Business
Both deadlines cannot fit within available capacity. You recommend what should take priority and make the cost of that choice explicit.
Skills to practiceRecommend Under Ambiguity and Deliberate Elimination
Your director needs to know whether the date is at risk. You lead with the issue, identify the decision needed and agree when the remaining uncertainty will be resolved.
Skills to practiceLegibility and Reduce Your Boss’s Uncertainty
Another region challenges your proposal. You examine its constraints, explain your reasoning and establish what evidence would change your view.
Skills to practiceLateral Influence and Disagree Without Damage
A team member owns the recommendation. AI helps prepare a comparison. You establish decision boundaries and the checks required before anyone uses the output.
Skills to practiceDelegate to People and Delegate to AI
Similar delays have appeared across projects. You investigate the common cause and record what your response demonstrates about the responsibility you can handle.
Skills to practiceConnect the Dots and The Readiness Conversation
1 of 6
Fictional scenes illustrating a day in a senior role.
Each lesson helps you prepare for situations like these through a video, a study guide and workbook practice. You then apply the method to your own work.
Built for managers in technology, data, product and operations who want senior or global responsibility. You will use situations from your current role to practice the judgment, communication and influence that broader responsibility requires.
Bring an update for a regional leader, a recommendation competing for budget or a deadline your team cannot absorb. Work out what the other person needs to decide, then prepare the message that helps them do it.
Each exercise turns a leadership skill into something you can use at work. Repeated practice helps you replace an old default with a more useful response.
You may be used to demonstrating your value through detail, availability and personal effort. The exercises help you practice different responses: a clear recommendation, an explicit trade-off or a decision someone else can own.
The final week helps you connect the evidence and prepare your readiness conversation. A promotion or pay increase is not guaranteed.
Consider this fictional example. Your team has 30 hours available and two requests that each need 20. Agreeing to both leaves a ten-hour shortfall.
The capacity problem remains. Colleagues may plan around a commitment your team cannot meet, and you are left to explain the delay later.
“We have 30 hours available. Both requests need 40. I recommend completing the customer fix first and moving the internal report to next week. If both dates must hold, we need ten hours of additional capacity with the right skills.”
The conversation may still be difficult. You have given people the constraint, a recommendation and a basis for deciding.
Video lessons are ready alongside the study guides and practice books. The documents follow the same six-week structure as the curriculum.
Two lessons per week explain the idea and how it shows up at work.
Read the detailed explanation and revisit the diagrams when you need a reference.
Attempt realistic workplace scenarios, then compare your reasoning with the worked answers.
Record results, prepare a decision and build evidence you can refer to in a conversation about your next role.
Follow the weeks in order, or return to a lesson when a situation at work makes it relevant.
Lessons 1 and 2
Turn a delivery update into an account of what changed for a customer, colleague or business process. Separate a measured result from an assumption so your claim can be checked.
Your worksheet: Changed For Log.
Explain your technical work through the costs, revenue, capacity or risks relevant to the decision. Keep the technical reasoning, and make its business consequences understandable.
Your worksheet: Translation Card.
Lessons 3 and 4
Move a decision forward when some facts are missing. Compare options, make a recommendation and show the assumptions or new evidence that would change your view.
Your worksheet: One Page Decision.
Say no or renegotiate scope by explaining the consequence of adding work. Recommend what should stop, move or receive less attention, and make the choice visible to the person setting priorities.
Your worksheet: Not Doing List.
Lessons 5 and 6
Write for a leader who cannot see your daily work. Put the result, consequence or decision first, then give enough supporting detail for them to assess it.
Your worksheet: Top Line File.
Anticipate what your manager needs to know about progress, risk and decisions. Agree when to escalate so they can rely on your ownership without repeatedly asking for updates.
Your worksheet: Worry Ledger.
Lessons 7 and 8
Understand the priorities of people you do not manage, including colleagues in other functions or regions. Build a proposal that addresses their constraints and makes the exchange clear.
Your worksheet: Standing Trade.
State a disagreement using evidence, consequences and an alternative. Practice a respectful challenge while recognizing that the other person may still disagree with you.
Your worksheet: Disagreement Log.
Lessons 9 and 10
Transfer responsibility with clear outcomes, decision boundaries and review points. Practice giving someone room to own the work without leaving them unsupported.
Your worksheet: Delegation Ledger.
Choose an AI assignment you can evaluate, within workplace policy. Set the purpose, inputs and checks before delegating, and keep responsibility for deciding whether the result is usable.
Your worksheet: AI Delegation Ledger.
Lessons 11 and 12
Look for recurring causes across projects, teams or regions. Test a possible explanation against the evidence before recommending a broader change.
Your worksheet: Pattern Page.
Bring together evidence of decisions, influence and results through others. Explain the responsibility you are ready to take on and identify where more experience is still needed.
Your worksheet: Narrative Card and Readiness Note.
Choose the structure that will help you practice consistently: independent study or live discussion with feedback.
| Format | Independent course | Live cohort |
|---|---|---|
| Material | Twelve lessons arranged over six weeks, with study guides and practice books | The same twelve-lesson curriculum and materials |
| Pace | Study at your own pace | Six Saturday live sessions from 5 December 2026, at 11 AM IST |
| Practice support | Worked answers for independent review | Live discussion and feedback on your application |
| Enrollment | Buy the course on TagMango | Join the December cohort on Razorpay |
The cohort follows the six-week course sequence, with one live session each week. Read the cohort details.
Buy The Step Up to Senior Leadership through TagMango. The checkout shows the current fee and purchase details; TagMango supplies your course access instructions.
Not sure which option fits? Book a 20-minute conversation with me. We’ll discuss your situation and decide whether the course or cohort suits what you need.
The primary audience is professionals already managing teams or substantial work in GCCs, IT services and multinational companies. It is particularly relevant if you want senior or global leadership responsibility and can bring real decisions, updates and delegation situations to the exercises.
Six weeks is the curriculum sequence, with two lessons per week. The independent course lets you study at your own pace. Check the access period stated at checkout before purchase.
The independent course includes worked answers for your own review. The live cohort adds discussion and feedback on your workplace application.
Examples mainly use technology, data, product and operations settings. The skills also apply in other functions where results depend on business judgment and work across teams.
The relevant checkout page shows the current fee and purchase details. Existing customers keep their original purchase commitments. For an access question, contact hello@sayantannandi.com.