MASTER Risk Model - Learning Resources - Situation

Operations

Identify one recurring task that could be delegated or automated this week—free time for priorities.

Check today’s workflow—spot and remove one unnecessary step to improve efficiency.

Revisit one old process checklist—shorten or update it to make it practical.

Ask: “What’s one operational task that slows the team down more than it should?”

Time one recurring admin task—could you finish it faster using a template or tool?

Review your backlog—archive or delete tasks older than 30 days with no value.

When was the last time your processes ran smoothly—what conditions made it possible?

What’s one area where you keep reinventing the wheel—what system or tool is missing?

Think of a time a deadline slipped—what operational weakness caused it?

Which workflows have become bloated—are you adding value or just adding steps?

How consistent is your process for recurring work—can others rely on it?

When do your operations feel most seamless—and when does friction peak?

Map your weekly leadership activities—group them and identify the largest time drains.

Choose one recurring process and document it clearly—share with a colleague to test handoff.

Block one hour to build or refine a template the team has been working around manually.

Ask your team to nominate the most frustrating process—lead a redesign sprint.

Pilot a recurring check-in focused solely on operations—what’s working and what’s breaking?

Conduct a workflow audit—highlight tasks to batch, drop, or streamline.

Ask: “What’s one process step we handle that could be done faster or smarter?”

Invite a peer to walk through one of your workflows—where do they get stuck?

Share a workflow with a colleague and ask, “Where would you simplify this if it were yours?”

Run a poll with your staff: which system or process wastes the most time right now?

Invite a junior colleague to shadow your admin work—what fresh insight do they bring?

Ask cross-functional peers: “Where does our team unintentionally create bottlenecks?”

Reframe “I’m just keeping up” to “I’m designing repeatable systems for sustained performance.”

Instead of “that’s how we’ve always done it,” ask “what’s the true purpose of this step?”

Reframe operations not as back-office work but as the hidden engine of results.

Shift from “it works for me” to “does it also work for those relying on it?”

See operational chaos not as personal failure but as signals for redesign.

Replace “just fix it later” with “how do we prevent this next time?”

Track how often you answer the same team question—what could be documented better?

Watch how long staff spend locating shared resources—does structure help or hinder?

Observe where tasks frequently stall—handoffs, unclear steps, or approvals?

Monitor system usage—are platforms used as intended or worked around?

Track last-minute scrambles—do they stem from poor planning or system gaps?

Pay attention to repeated mistakes—are they caused by unclear processes or bad tools?

Decision-making

Identify one decision you’ve been delaying—note the risk of inaction, then make the call today.

Use a simple “Yes / No / Not now” list to triage your pending leadership decisions.

Revisit a recent small decision—was it made intentionally or by default? Note the lesson.

Write three criteria that define a “good decision” in your managerial role.

Ask a trusted peer to sanity-check one decision you’re overthinking—get quick input.

Block 15 minutes to review a past misstep—what choice could have shifted the outcome?

Think of a time you made a quick decision that worked—what internal cues guided you?

When have you overanalyzed something trivial—what drove that behavior?

What decisions come easily for you—and which ones create friction or hesitation?

Are you more comfortable with reversible or final decisions—and how does that shape you?

How often do you decide based on external pressure vs. your own reasoning?

When did you last change your mind based on new data—and how did it feel?

Keep a decision log for one week—record key choices, reasoning, and results.

Before your next big choice, generate at least three options—not just yes or no.

Run a pre-mortem with your team—ask what could go wrong with a current plan.

Ask two peers for opposing views on a decision—what insights emerge from tension?

Lead your group through a structured decision matrix—compare criteria and risks openly.

Force a decision today on an item stalled more than a week—commit and move forward.

Ask your manager: “What’s one decision I’ve made recently that worked well—and why?”

Review a past decision with your team—what worked, and what would you do differently?

Present a tough choice to someone outside your role—what perspective do they add?

Ask your team: “Did I explain the tradeoffs clearly when we made that decision?”

Ask your team: “Where do our decisions get stuck—and what causes the slowdown?”

Share a recent decision in a retro—what helped or hindered alignment?

Reframe “I don’t want to decide yet” to “what would give me 60% confidence to act now?”

Change “I might be wrong” to “let’s test and learn quickly.”

Recast mistakes not as bad calls but as experiments that gave useful feedback.

Replace “what’s safest?” with “what’s most aligned with our goals?”

Instead of “I need certainty,” ask “what’s the minimum clarity I need to proceed?”

Reframe decisions not as end-points but as bets—what are you willing to risk or learn?

Notice when your group hesitates to decide—what fears or risks come up most?

Track how long it takes to close loops on actions—are decisions really finalized?

Watch how peers frame their decisions—what filters or logic do they use?

Listen to your self-talk before a call—are you seeking safety or clarity in decisions?

Observe how often emotions outweigh facts in decisions—where does it show up?

Monitor how priorities shift mid-project—were changes reactive or intentional?

Structure

Sketch your current departmental structure—are reporting lines and roles fully clear to everyone?

Identify one role where accountability is unclear—clarify who owns what by end of day.

Review your team’s goal-setting format—does it reflect how people are actually held accountable?

Update one role description to reflect what the job truly involves today.

Check if everyone knows their reporting line and escalation path—ask one direct question.

Define your role’s core purpose in one sentence—does it match daily activities?

When have you seen structure help a team succeed—what elements made it effective?

When have unclear roles or reporting lines created friction or delay?

How does your current structure enable—or block—collaboration across functions?

Think of a time you felt underutilized—was it due to unclear authority or scope?

What parts of your role are assumed but undefined—how does that affect clarity?

Reflect on when your company shifted structure—how did it affect ownership?

Clarify who owns each of your top five departmental priorities—write down names and roles.

Map out the escalation path for a complex project—note who steps in when issues arise.

Facilitate a mini-workshop: “What’s working and not working in our current role setup?”

Draft a RACI chart for one project—clarify who is Responsible, Accountable, Consulted, Informed.

Identify one task floating between roles—assign a clear owner and provide support.

Review your calendar—does it reflect your role responsibilities, or are you covering gaps?

Ask a colleague: “Which part of my role do you rely on most—and is it clear to you?”

Ask a colleague: “Which of your role’s responsibilities feel most unclear or overlapping?”

Show your org chart to a peer and ask: “Where might confusion or friction emerge?”

Ask a new colleague to explain your reporting lines—do they get it right?

Gather feedback on how accountability flows—where does it break down?

Share your role scope with your manager—ask if it matches their expectations.

Reframe “roles are fixed” to “roles evolve with needs—what should shift right now?”

Shift from “we need more headcount” to “can we redistribute or clarify responsibilities first?”

See unclear roles not as dysfunction but as prompts to co-design clarity.

Recast hierarchy as a tool for support, not control—what changes in how you lead?

Instead of “I lack authority,” ask “what part can I own fully and visibly?”

See org charts as maps of influence and accountability—not just reporting lines.

Watch where handoffs stall—what tasks lack clear ownership or accountability?

Observe team meetings—who dominates, who withdraws, and what does that reveal?

Track how often decisions bounce between people—could clearer structure prevent it?

Notice recurring confusion in roles—are overlaps or gaps causing delays?

Pay attention to onboarding—does structure reflect how the team really operates?

Monitor how often staff work outside scope—does it show agility or a structural gap?

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