MASTER Risk Model - Learning Resources - Situation

Operations

Identify one recurring task you can delegate this week—free up time for coaching or leadership work.

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

Revisit one outdated checklist—shorten or update it today.

Ask a teammate: “What’s one task that slows you down more than it should?”

Time one routine admin task—can you finish it faster with a template?

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

When was the last time your operations felt smooth and predictable—what made that happen?

What’s one recurring task where you keep reinventing the wheel—what’s missing in systems?

Think of a time when a deadline was missed—what operational gap mattered most?

Which workflows have grown too complex—are you adding value or just adding steps?

How consistent is your approach to recurring tasks—can people predict your process?

When do your team’s processes feel most “in flow”—and when do they bog down?

Map your weekly leadership activities—group them and note the biggest time drains.

Choose one repeat process and document it clearly—share with a colleague for 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 team check-in focused solely on operations—what’s smooth, what’s breaking?

Conduct a workflow audit—batch or drop low-value tasks to streamline effort.

Ask: “What’s one operational task our team handles that could be faster or simpler?”

Invite a colleague to walk through one of your processes—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: which system or process wastes the most time right now?

Invite a junior teammate to shadow your admin tasks—what fresh perspective do they bring?

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

Reframe “I just fix problems” to “I’m creating repeatable systems for the team.”

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

Reframe processes not as admin work but as engines that drive team performance.

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

View messy workflows not as failure but as signals to redesign.

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

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

Watch how long it takes for staff to find shared resources—does structure support access?

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

Monitor how team systems are used—are people following design or working around it?

Track repeated last-minute scrambles—do they stem from planning gaps or tool issues?

Pay attention to recurring errors—are they from unclear steps or flawed templates?

Decision-making

Identify one decision you’ve been postponing—write down the risk of delay, then make the call.

Use a simple “Yes / No / Not now” framework to triage pending team decisions.

Revisit a recent decision—was it made with clarity or by default? Note what you’d do differently.

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

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

Block 15 minutes to review a past misstep—what decision could have changed the outcome?

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

When have you overanalyzed an issue that didn’t matter in the end? Why?

Which decisions feel easy for you—and which create the most hesitation or stress?

Do you prefer reversible or irreversible decisions—and how does that shape your behavior?

How often do you decide based on others’ approval instead of your own reasoning?

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

Keep a decision log for a week—record the choice, reasoning, and outcomes.

Before your next big choice, write three options instead of a simple yes/no.

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

Ask two peers for opposite takes on a decision—what do you learn from the contrast?

Lead a structured decision matrix—compare options by criteria, weights, and risks.

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

Ask your manager: “What’s one decision I handled well this month, and why?”

Review a past decision with your team—what would you repeat or change?

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

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

Ask your team: “Where do our decisions get stuck—and what’s really causing it?”

Share a recent choice in a retro—what helped or blocked alignment?

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

Replace “I might be wrong” with “let’s test and learn quickly.”

Reframe errors not as poor choices but as useful experiments with feedback.

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

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

Reframe decisions not as final calls but as bets—what risk or learning do we take?

Notice when your team avoids decisions—what fears or patterns show up?

Track how long it takes to close loops on tasks—are decisions truly finalized?

Watch how other leads make decisions—what filters or methods do they apply?

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

Observe how often emotions drive choices more than facts—where does it show?

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

Structure

Sketch your team’s structure—are reporting lines and responsibilities crystal clear?

Identify one role where decision ownership is unclear—clarify it by end of day.

Review your goal-setting template—does it match how accountability really works?

Update one role description to match what the job actually involves today.

Check whether everyone knows who they report to—ask one direct question.

Define in one sentence the core purpose of your role—does it match your daily work?

When have you seen a structure or role setup help your team thrive—what made it effective?

When have unclear roles or reporting lines created conflict or hesitation?

How does your current team structure enable—or block—cross-functional collaboration?

Think of a time you felt underused—was it due to unclear responsibilities or authority?

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

Reflect on when structure shifted—how did it impact team ownership and results?

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

Map the escalation path for a current project—who steps in when issues arise?

Facilitate a mini-workshop: “What’s working or failing in our current role structure?”

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

Spot a task that floats between roles—assign a clear owner and support their success.

Review your calendar against role priorities—are you covering gaps outside your scope?

Ask a colleague: “What part of my role do you rely on most? Is it clear to you?”

Ask a teammate: “Which parts of your role feel ambiguous or overlapping?”

Share your org chart with a peer and ask: “Where might friction or confusion show up?”

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

Gather feedback: “How well does accountability flow through our team?”

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

Reframe “roles are fixed” to “roles evolve as needs change—what should adjust now?”

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

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

Recast hierarchy as support, not control—what changes in your leadership?

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

See org charts as maps of influence, not only reporting lines.

Watch where tasks get lost or delayed—what’s unclear about ownership?

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

Track how often choices bounce between people—could clearer ownership prevent it?

Notice recurring confusion—are roles overlapping or ownership missing?

Pay attention to onboarding—does the structure match how roles really work?

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

MASTER Risk Hub