SDG Leadership Framework

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  1. 01 Welcome to the SDG Leadership Framework Why every MMD leader is certified against one framework, the seven fields, and how the course works. CompletedReview
  2. 02 1.1 The manager at the centre One request, six fields moving at once: what it means to be the integrating node. CompletedReview
  3. 03 1.2 Leading yourself first Self-leadership: priorities, delegation that sticks, feedback both ways, and integrity under pressure. CompletedReview
  4. 04 2.1 Culture: how we work here Culture is what a leader tolerates every day — safety-first, onboarding, recognition and consequence. CompletedReview
  5. 05 2.2 Employees, customers, partners, suppliers Developing employees, internal and external customers, partners and suppliers — one standard, four groups. CompletedReview
  6. 06 3.1 Information you can run a plant on What a leader must track daily, weekly and monthly, and why one shared source of truth beats private spreadsheets. CompletedReview
  7. 07 3.2 Reading the market and the outside world How a leader gathers customer, competitor, price and regulatory signals without a research department, and shares... CompletedReview
  8. 08 4.1 Strategy that reaches the shop floor Turning group strategy into a few clear plant priorities, cascading and reviewing them, and saying no to the rest. CompletedReview
  9. 09 4.2 Innovation and technology in a steel business Where ideas come from, running small experiments with owners, and judging technology by the problem it solves. CompletedReview
  10. 10 5.1 Production and business processes Process thinking, input, steps, output, owner, standard, applied to production and business processes alike. CompletedReview
  11. 11 5.2 The management process and project management Running plan-do-check-act at daily, weekly and monthly cadence, and the basics of leading a project versus routin... CompletedReview
  12. 12 6.1 Flexibility without losing the standard Adapting inside the standard, not improvising around it, is what keeps speed from becoming a safety or quality risk. CompletedReview
  13. 13 6.2 Leading permanent change Resistance is usually a reaction to how a change arrived, and sustaining it means checking back weeks after launch. CompletedReview
  14. 14 7.1 Every decision is a financial decision Revenue, cost, margin and cash are four different numbers, and everyday plant decisions move all four. CompletedReview
  15. 15 7.2 Integrated thinking and acting Finance is the field where a decision made anywhere else turns into a number, and where numbers reveal the rest. CompletedReview
  16. 16 8.1 Integrating the seven fields Every ordinary decision runs through all seven fields at once; the course closes on self-assessment and what foll... CompletedReview
  17. 17 8.2 Your 90-day leadership action plan This course closes with a personal commitment, not another page to read. Over the next 90 days, put the seven fie... NextStart now
  18. 18 Knowledge check Answer the questions covering this course — score 80% or more to complete the course. Knowledge checkOpen