MASTER Risk Model - Learning Resources - Abilities

Vision & Goal Setting

Write one sentence describing the client impact you want to create, why does this matter for your long-term vision?

Break one business growth goal into three smaller milestones, focus on progress, not perfection.

Replace a vague client task with a specific outcome and deadline, make progress measurable.

Set a weekly checkpoint: “Am I moving toward my consulting vision or just completing tasks?”

Write one consulting goal on a sticky note and place it where you’ll see it daily.

Share your primary consulting goal with a peer, saying it aloud creates clarity and accountability.

Reflect on what drives your long-term vision as a coach, how does it connect to client impact, purpose, or growth?

Journal about a time you set a bold business goal for your practice and reached it, what made it possible?

Explore how you typically set coaching goals, do they stretch you, challenge you, or keep you comfortable?

List three coaching goals from last year, what gained traction, and what stalled? Why?

Write about how your coaching vision evolved over the past three years, what sparked the change?

Think about a thought leader you admire, how do they convey vision, and how could you model that skill?

Set one stretch goal for your coaching practice this week with a clear outcome, share it publicly to reinforce commitment.

Align one daily task in your practice to your long-term business vision, say the connection out loud before starting.

Block 30 minutes to revise your business roadmap, adjust your plans based on new insights or obstacles.

Facilitate a short session with a client to clarify their shared goals and how they link to long-term vision.

Create a mini vision deck (3 slides) outlining your business direction, share it with a mentor or peer.

Take one action today that embodies your 1-year coaching vision, even if symbolic or small.

Ask a client: “What do you think my role in your growth is right now?”, check for alignment and clarity in expectations.

Share your business vision in a 1:1 with a client, ask how they see their role in making it real.

Invite a mentor to review your business goals, do they see focus, ambition, and feasibility?

Ask a client to articulate the shared vision of your engagement in one sentence, does it match yours?

Share your personal consulting vision with a peer, ask what feels inspiring, missing, or unclear.

Ask a client to review one of your goals, where could it be clearer or more actionable?

Reframe “I’m not sure what direction to take” as “I’m in a season of clarifying where I add the most client value.”

Change “This vision is too big” to “This vision needs steps”, chunk it into smaller milestones for progress.

Recast a failed proposal as part of your learning path toward a sharper coaching vision, what did it clarify?

Shift from “This project is taking too long” to “I’m building something durable for client growth.”

Reframe ambition as service, how does your coaching vision help clients grow, solve problems, or succeed?

Turn “I don’t have time” into “This isn’t a priority yet”, then decide whether it should be.

Observe your weekly schedule, do your tasks reflect client growth goals or just urgency? Adjust one thing today.

Watch client reactions when you describe your vision, do they light up, question it, or disengage?

Track how often you revisit your consulting goals, do they guide daily choices or sit static on paper?

Listen to how clients talk about their vision, do they anchor on purpose, or react without clarity?

Notice how you feel after moving a client forward, energized, drained, or indifferent? What does it reveal about alignment?

Observe when you’re most energized in coaching, what type of goals spark your flow state?

Strategic Thinking

Take a client challenge and ask: “What long-term impact could solving this have?” Write one sentence today.

Block 15 minutes to map the ripple effects of one client decision, note who is affected now and later.

Before your next planning call, note the bigger picture, what’s truly at stake for your client’s future?

Ask yourself before a project: “What does success for this client look like in six months?”

Add a “so what?” column to your notes, challenge yourself to connect insight to client action.

Read a new industry article, extract one trend and ask how it could shape your clients in 12 months.

Reflect on a past client strategy misstep, what assumption failed, and what would you assess differently today?

Journal about your consulting role, how does it actively shape your client’s larger business strategy?

Think of a time you connected unrelated client insights, what clicked, and how did it improve your guidance?

List external forces reshaping your clients, economic, digital, or cultural, and how they guide your strategy.

Reflect on how often you anticipate client needs versus react to them, what patterns could you improve?

Identify your default focus, client relationships, business growth, or delivery, how does it shape strategy?

Lead a 10-minute strategy pause in your next client session, ask: “Where are we headed, and why now?”

Take one routine client task and redesign it with future consequences in mind, what’s the smarter long-term path?

Draft a “What if…” list of three external shifts, think through how your client work would adapt.

Build a simple stakeholder map for a client project, note who must be engaged for long-term success.

Facilitate a short pre-mortem for a client: “If this fails, what might have gone wrong?”, note the insights.

Revisit your consulting KPIs and propose one strategic shift to strengthen future alignment.

Ask a mentor: “What blind spots do you see in how I advise on strategy?”

Share a strategic idea with a peer consultant, invite them to challenge your assumptions and logic.

Ask a peer what long-term risks or opportunities they see in your consulting approach, compare notes.

Invite a cross-discipline peer to review your growth plan, what dependencies or gaps do they spot?

After a client meeting, ask: “Did I stay too narrow, or did I zoom out enough?”

Share your reasoning on a strategic choice with a peer, ask if the long-term view was sound.

Reframe “What’s the quickest solution?” as “What’s the most sustainable solution for long-term client success?”

Turn “We’ve always done it this way” into “What’s changed that makes this worth rethinking?”

Shift from “What do we need today?” to “Where do we want to be, and what gets us there?”

Recast urgency as short-sightedness, what do you miss if you only chase what’s urgent?

Reframe choices as investments, “What return will this give in 3 months, 1 year, and beyond?”

Change “How do we hit the target?” to “What future are we shaping with this?”

Observe when client decisions are made, do they reflect short-term fixes or long-term positioning?

Watch how strategic peers ask questions, what inquiry patterns guide their thinking?

Track your decision-making this week, how much time is spent on big-picture direction vs. execution detail?

Notice where you over-focus on detail, what broader view would unlock better strategy?

Observe client meetings focused on execution, what’s missing from long-term strategy conversations?

Note your own language, are you framing outcomes, risks, and priorities, or just tasks and checklists?

Innovation Management

Identify one recurring obstacle in your consulting work and brainstorm three fresh ways to reframe it.

Ask a peer consultant how they solved a similar problem, apply one lesson to your current work.

Spend 10 minutes sketching a draft tool or model for a client, no polish, just capture the concept.

Challenge yourself to ask in a session: “What if you didn’t…?”, see what new options emerge.

Use a random word generator, relate the word to a client challenge and explore new associations.

Add a new page to your resource doc: “Ideas We Haven’t Tried Yet”, list five fresh client options.

Reflect on a time you helped a client spark innovation, what actions supported their creative breakthrough?

Journal about when you resisted trying a new coaching tool, what drove the hesitation, and what was the cost?

Write down your last three successful coaching ideas, what habits or methods helped generate them?

Think about a client who fosters innovation, what language or behaviors make their team feel safe to share?

Reflect on how you handle client ambiguity, do you see it as a block or a space for creative growth?

Explore where your consulting environment supports or blocks experimentation, what would reduce friction?

Test a new way of delivering a tool or framework, change your sequence or format and track the effect.

Propose a pilot idea to a client with a clear test window and success metric, keep it small and practical.

Ask a client to identify their most outdated process, offer to test redesigning it as a safe experiment.

Give yourself 30 minutes to solve a problem using only constraints, fewer tools, less time, tighter scope.

Share a bold, unfinished idea with a client or mentor, test it in conversation instead of keeping it private.

Set up a 1-week “innovation sprint” with a peer, each of you solves a known issue in a fresh way.

Ask a peer consultant which of your past ideas they thought had real merit, what stopped you from pursuing them?

Share your newest tool idea and ask a peer to test your framing, embrace constructive friction.

Invite a client team to vote on which process most needs rethinking, start with their top choice.

Ask a client contact: “What do you wish we built into this process that we don’t yet?”

Discuss with a peer consultant how they test ideas, what can you borrow for your own approach?

Ask a client: “What idea did we drop too quickly?”, consider whether it’s worth testing again.

Reframe “That’s risky for my client” as “That’s untested”, design a safe, small pilot version.

Change “That’s not how we work with clients” to “What if this approach is what breaks our bottleneck?”

Treat every failed client idea as innovation data, ask: “What did this teach about the problem space?”

Instead of “We need a breakthrough idea,” say “We need a small, testable idea that creates value now.”

Reframe client pushback as a filter, what part of your idea could improve under critique?

Shift from “I’m not innovative” to “I haven’t practiced experimenting enough”, innovation is built, not innate.

Notice who contributes new ideas in client sessions and who stays silent, what dynamics shape innovation?

Track how long it takes for client ideas to move from discussion to pilot, where do bottlenecks emerge?

Watch how clients respond to new methods, do they show curiosity, silence, or resistance?

Observe when and where you generate your best consulting ideas, time, energy, or environment.

During client reviews, listen for repeated failure patterns, what do they suggest about assumptions left untested?

Monitor how you respond to new client suggestions, do you build on them or default to critique?

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