MASTER Risk Model - Learning Resources - Situation

Operations

Identify one scaling task to automate or delegate this week—free up founder focus.

Review your team workflow—what step adds no value and can be cut?

Update one SOP or checklist—shorten or clarify it for scale efficiency.

Ask a teammate: “What’s one operational task slowing you as we grow?”

Time one recurring admin task—could a template cut time at scale?

Review your backlog—archive items older than 30 days that no longer add value.

When was the last time operations felt seamless even under growth pressure—what enabled that?

What area of operations do you keep reinventing as you grow—what system is missing?

Recall a missed deadline at scale—what operational gap contributed most?

Which processes have bloated as you’ve scaled—are you adding value or just steps?

How consistent is your scaling process—do teams know what to expect?

When do you feel most “in flow” operationally while scaling—and when is friction highest?

Map your core weekly founder activities—group by growth vs. scale tasks and spot time drains.

Choose one repeat scaling task and document it clearly—share to test clarity with a manager.

Block one hour to upgrade a scaling template you’ve been working around manually for months.

Ask your team to name the most chaotic scaling process—lead a sprint to redesign it.

Pilot a recurring check-in meeting focused only on scaling operations—track wins and breaks.

Conduct a scaling task audit—batch, drop, or streamline low-value activities.

Ask your ops lead: “What’s one recurring task we could do faster or more effectively right now?”

Ask a colleague to walk through a scaling process—note where they hesitate or get stuck.

Share one of your team’s workflows with a peer founder—ask how they’d streamline it.

Run a quick team poll: “Which system, tool, or process wastes the most time right now?”

Invite a junior colleague to shadow you in admin work—what scaling insights do they notice?

Ask cross-functional leaders where your team creates scaling bottlenecks unintentionally.

Reframe “we just keep up” to “we design repeatable systems that scale consistently.”

Instead of “that’s how we do it,” ask “does this still scale effectively now?”

Reframe ops not as “back office” but as “the invisible engine of scaling.”

Shift from “it works for me” to “does this system work for everyone now?”

View ops chaos not as “failure” but as “a signal for redesign at scale.”

Replace “just fix it later” with “how do we prevent this as we grow?”

Track how often you repeat operational answers—what needs a system or playbook?

Watch how long it takes staff to find shared info—does structure support scale?

Observe where scaling workflows stall—handoffs, clarity, or system limits?

Monitor if systems are used as designed—or are people working around at scale?

Track repeated scrambles—are they planning gaps or scale stress?

Pay attention to repeated errors in scaled processes—what root cause persists?

Decision-making

Identify one delayed decision—write the cost of waiting, then commit today.

Use a “Yes / No / Not now” grid to quickly triage your pending scale decisions.

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

Write three criteria that define a “good decision” for your scale-up now.

Ask a peer founder to sanity-check one decision you’re overthinking.

Spend 15 minutes reviewing a past misstep—what better choice was possible?

Recall a time you made a rapid scale decision that worked—what signals did you trust?

When have you overanalyzed a scaling issue that didn’t matter long term? Why?

Which scaling decisions feel easiest—and which create the most hesitation or doubt?

Are you more comfortable with reversible or irreversible decisions—how does that shape scaling?

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

When did you last shift your stance based on new data—how did that feel?

Keep a decision log for one week—record scaling choices, reasoning, and visible outcomes.

Before your next expansion decision, generate at least three viable options beyond yes or no.

Run a “pre-mortem” on a scaling plan—list everything that could break before execution starts.

Ask two peers for opposite takes on a scaling choice—note what tension reveals to you.

Lead your team through a decision matrix—compare scaling choices by weight, risk, and ROI.

Force a decision today on something stuck over a week—commit and move forward.

Ask a board member or peer: “What’s one decision I’ve handled well during scaling, and why?”

Review a past big decision with your leaders—what worked, and what would you change now?

Present a tough scaling decision to someone outside your company—what perspective do they add?

Ask your team: “Did I explain trade-offs clearly during the last big scaling decision?”

Ask your leadership team: “Where do decision cycles stall—and what’s causing it?”

Share your last strategic choice in a team retro—what helped or blocked alignment?

Reframe “I’ll wait to decide” to “what gives me 60% clarity to decide now?”

Change “I might be wrong” to “let’s test at scale and learn faster.”

Recast mistakes not as “bad calls” but as “scaling experiments with feedback.”

Shift from “what’s safest” to “what aligns most with scale objectives?”

Instead of “I need certainty,” ask “what minimum clarity lets me act today?”

Reframe choices not as “final calls” but as “scaling bets to test and learn.”

Notice when decisions drag—what fears or frictions surface in your leadership team?

Track how long loops stay open—are scale-up decisions actually closed?

Watch how other founders make decisions—what models or filters guide them?

Listen to your self-talk in tough calls—are you seeking safety or scale clarity?

Observe how often emotion trumps logic in growth calls—where does it show up?

Monitor how priorities shift mid-scale—are they strategic or reactive?

Structure

Sketch your org chart—are roles, layers, and reporting lines clear as you scale?

Identify one unclear role in scaling—clarify ownership with names today.

Review your team’s goal-setting—does it align with accountability at scale?

Update one role description—ensure it matches responsibilities during scaling.

Check if everyone knows their reporting lines—ask one direct question.

Write one sentence defining your founder role now—does it fit your daily work?

When have you seen structure strengthen a team during scaling—what factors made it effective?

When have unclear reporting lines caused friction during scale—what was at stake?

How does your current org structure support or block collaboration across functions?

Recall a time you felt underutilized—was it unclear authority during scaling?

What parts of your founder role are assumed but not defined—how does that affect scaling?

Recall when you restructured your org—how did it affect ownership and accountability?

Clarify ownership of your top 5 scaling priorities—document names, roles, and accountability.

Draft the escalation path for scaling issues—who steps in, when, and with what authority.

Run a mini-workshop with your leaders: “What’s working or not in our scale-up structure?”

Draft a RACI matrix for one scaling project—clarify who’s Responsible, Accountable, Consulted, Informed.

Spot a recurring task falling between roles—assign clear ownership and track accountability.

Review your calendar vs. role—are you filling hidden gaps instead of scaling priorities?

Ask a colleague: “What part of my founder role do you depend on most—is it clear to you?”

Interview a manager: “Which responsibilities in your team feel ambiguous or overlapping?”

Show your current org chart to a peer—ask where they see potential friction as you scale.

Ask a new hire: “Can you explain our reporting lines—does it make sense to you?”

Gather feedback on accountability flow in your scale-up—what’s missing or unclear?

Share your founder role scope with your board—ask if it matches their expectations today.

Reframe “roles are static” to “roles evolve as scale demands new ownership.”

Shift from “we need more staff” to “can we redistribute responsibilities first?”

View unclear org charts not as “confusion” but as “an opening to co-design clarity.”

Recast hierarchy as “support networks” instead of “command chains.”

Instead of “I lack authority,” ask “what part can I own visibly right now?”

Reframe org charts as “influence maps,” not just “titles and reporting lines.”

Watch where accountability slips in growth projects—what’s falling between roles?

Observe leadership meetings—who drives, who defers, and what it signals about roles?

Track how often scaling decisions bounce between leaders—what structure is missing?

Notice recurring confusion in roles—are overlaps or gaps emerging?

Pay attention to onboarding flow—does it mirror actual team structures?

Monitor how often staff step outside scope—does it show agility or chaos?

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