MASTER Risk Model - Learning Resources - Situation

Operations

Identify one routine task you could automate or delegate this week—save time for client care.

Check your daily routine—spot one unnecessary step you can cut to improve efficiency.

Revisit your checklist or SOP—shorten or update one that feels outdated.

Ask a staff member: “What’s one operational step that slows you down too much?”

Time one routine activity—can you speed it up with a template or tool?

Review your backlog—archive or delete tasks older than 30 days.

When did your service flow feel effortless—what created that smooth rhythm?

What’s one area you keep re-creating—what system or tool is missing?

Recall a missed service deadline—what operational gap caused it most?

Which processes became bloated—are you adding value or just adding steps?

How consistent is your approach to repeat work—do staff know what to expect?

When do you feel most “in flow” operationally—and when does friction rise?

Map your weekly activities—group them and find where the biggest service bottleneck sits.

Choose one recurring task and document it—have a colleague test clarity of handoff.

Block one hour to build or refine a service template you keep working around.

Ask your team to flag the most chaotic process—and lead a redesign sprint.

Pilot a recurring check-in focused only on operations—what’s smooth, what’s breaking?

Do a task audit—highlight low-impact actions you can batch, cut, or automate.

Ask: “What’s one operational step I handle that could be done faster another way?”

Have a colleague walk through one service workflow—where do they hesitate?

Share one workflow with a peer and ask: “Where would you streamline this?”

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

Invite a junior staff member to shadow admin tasks—what fresh insights emerge?

Ask staff across roles where your workflows create bottlenecks unintentionally.

Reframe “I’m just handling tasks” to “I’m building repeatable systems for reliable delivery.”

Instead of “that’s just our process,” ask “what’s the real purpose of this step?”

Reframe operations not as back-office chores but as the invisible engine of service.

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

View operational chaos not as failure but as a signal to simplify or redesign.

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

Track how often you answer the same client-facing question—what could be documented?

Watch how long staff take to find resources—does your setup support easy access?

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

Monitor how staff use systems—are they applied as intended or worked around?

Track repeated last-minute scrambles—are they planning gaps or tool failures?

Pay attention to repeated mistakes—do they stem from unclear processes?

Decision-making

Identify one service decision you’ve been delaying—write the risk of waiting, then act.

Sort pending decisions using “Yes / No / Not now” to reduce open loops.

Revisit a recent service decision—was it deliberate, or made by default?

Write down three criteria that define a “good decision” in your current service role.

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

Spend 15 minutes reviewing a past misstep—what choice could have changed it?

Recall a fast service decision that worked—what inner signals did you trust?

When have you overanalyzed a choice that mattered less in the long run?

Which decisions are easy for you—and which create doubt or friction?

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

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

Recall when you changed your mind from new info—how did that feel?

Keep a decision log for one week—record client calls, reasoning, and outcomes.

Before your next decision, list at least three options—not just yes or no.

Run a pre-mortem with staff—what could fail in your next major project?

Ask two peers for opposite takes on a service decision—what insights emerge?

Lead a group through a decision matrix—compare criteria, weights, and risks.

Force one decision today that’s been stalled—commit to a direction.

Ask a peer: “What’s one decision you think I handled well this month, and why?”

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

Present a tough decision to a peer owner—what perspective do they add?

Ask staff for feedback: “Did I explain the tradeoffs clearly in this decision?”

Ask your team: “Where do we get stuck in decision cycles—and why?”

Share a recent choice in a retro—what helped alignment, what hindered it?

Reframe “I’ll decide later” to “what would make me 60% confident to act today?”

Change “I might be wrong” to “let’s test and learn through a small pilot.”

Recast mistakes not as failures but as experiments that created learning.

Shift from “what’s safest?” to “what’s most aligned with client outcomes?”

Instead of “I need certainty,” ask “what minimum clarity do I need to move forward?”

Reframe decisions not as endpoints but as bets—what are you willing to learn?

Notice when your team delays key choices—what fears or patterns surface?

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

Watch how other owners frame their decisions—what filters or methods do they use?

Listen to your self-talk before choices—are you seeking safety or clarity?

Observe how often emotions drive choices over facts—where does that show up?

Monitor shifting priorities mid-project—were they intentional or reactive?

Structure

Sketch your team structure—are service roles, reporting lines, and responsibilities clear?

Identify one unclear role in your team—clarify ownership by the end of today.

Review your goal-setting approach—does it match how people are accountable now?

Update one role description to reflect current daily duties.

Ask one team member if they know who to escalate issues to—note clarity gaps.

Write your service’s core purpose in one sentence—does it match your daily work?

When has clear structure helped your team excel—what elements made it effective?

When did unclear roles or reporting cause friction in your business?

How does your current team setup help—or block—cross-role collaboration?

Recall when you felt underused—was it due to unclear responsibility?

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

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

Clarify who owns your five biggest priorities—write down names and roles.

Map the escalation path for a service issue—who steps in and when?

Hold a mini-workshop: “What’s working or broken in our current structure?”

Draft a RACI chart for one initiative—who’s Responsible, Accountable, Consulted, Informed?

Spot one floating task—assign a clear owner and give them support.

Review your schedule—does it match your role, or are you covering gaps?

Ask your team: “What part of my role do you rely on most—and is it clear to you?”

Ask a staff member: “Which duties feel unclear or overlapping for you?”

Present your org chart to a peer—ask where confusion or friction may show.

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

Gather staff input on how accountability flows—what needs to shift?

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

Reframe “roles are fixed” to “roles evolve with client needs—what should adapt now?”

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

View unclear roles not as dysfunction but as prompts for co-designing clarity.

Recast hierarchy as a tool for support—not control—what shifts in your leadership?

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

Reframe org charts as maps of accountability and influence, not just reporting lines.

Watch where client tasks fall through gaps—who owns them, and who doesn’t?

Observe team meetings—who dominates, who defers, and what does it show about clarity?

Track how often decisions bounce between people—could clearer roles fix it?

Notice recurring confusion in roles—are responsibilities clear or overlapping?

Watch how onboarding reflects reality—does it mirror how structure really works?

Monitor how often staff work outside their role—agility or structure gaps?

MASTER Risk Hub