MASTER Risk Model - Learning Resources - Situation

Customers

Ask three colleagues what they value most in your support—note which theme comes up most often.

Identify one recurring colleague request—what does it reveal about their expectations of you?

Rewrite your contribution statement using only colleague or manager words from feedback.

Find your most appreciative colleague and note what they consistently praise—highlight it in reviews.

Check your most common questions from others—what might confuse or frustrate colleagues?

Compare recent feedback from two managers—who’s happiest, and why?

Recall a moment when a colleague said, “This is exactly what I needed”—what was different that time?

Recall your last missed opportunity—what didn’t land, and was the request truly right for you?

Write about hidden assumptions you’ve made about colleagues’ goals or behaviors.

Recall when you were last surprised by feedback—what did you do with it?

How often do you ask others about long-term goals, not just current needs?

Which voices get overlooked most in your workplace—quiet colleagues, juniors, or new hires?

Ask three coworkers about their biggest current challenges—don’t defend, just listen carefully.

Map out an empathy view of the people you serve internally—what do they need most from you?

Run a “Why me?” survey with five peers—ask why they value working with you.

Reconnect with a colleague you’ve lost touch with—ask what would make collaboration useful again.

Record a 1-minute walkthrough of your contribution to a project from a peer’s perspective.

Review your onboarding experience for a new process—try it yourself and note barriers.

Ask a teammate: “If you recommended me to another team, what would you say?”—note their words.

Send a short survey to teammates: what’s clear about my role, what’s confusing?

Ask colleagues: “Which parts of my work make the biggest impact—and which frustrate you most?”

Invite a colleague to share what first built trust in you—and what sustains it.

Share three different summaries of your role with colleagues—ask which feels most relevant.

Interview a colleague: “How would you explain my role to someone in your department?”

Shift from “I support many groups” to “Here’s who I serve best and why it matters.”

Change “I’m detail-heavy” to “I solve this exact pain in this specific way.”

Reframe complaints as signals—what opportunity is hidden behind that frustration?

Replace “I’m trying to get noticed” with “I’m deepening value with the right people.”

Stop asking “What do you need?” and start asking “What outcome are you really after?”

Instead of assuming disengagement is about pay, explore what outcomes they didn’t achieve.

Read recent client feedback—what phrases repeat across the most positive comments?

Watch client calls—where do they show excitement, and where do they hesitate?

Track which emails get the fastest responses—what subject lines or tone worked best?

Observe how long clients take between signup and first engagement—what causes delay?

Pay attention to client onboarding questions—what do they consistently miss?

Listen for vagueness in client calls—what issues are not being voiced?

Employees

Ask three teammates what helps them do their best work—see what patterns emerge.

Review your last email or update—was it clear, concise, and motivating for others?

Update one team ritual (check-in, stand-up, sync) to make it more engaging and outcome-focused.

Identify one choice you made recently—did you clearly share the why behind it?

Scan your last five chats or emails—how often did you share appreciation or feedback?

Run a quick anonymous poll in your team: “Do you feel supported in your role?”

Journal about a time your team felt most engaged—what conditions made that possible?

Journal about a moment when a teammate surprised you positively—what enabled it?

Recall your last difficult discussion—did you create space for the other perspective?

Reflect on what assumptions you hold about what motivates your team—are they accurate?

Journal about when you unintentionally blocked someone’s initiative—how could you act differently?

Journal about whether you consistently make time for development—or just delivery.

Ask two teammates what they would change to improve collaboration—note without justifying.

Shadow a colleague for 30 minutes—observe how their workflow operates in real practice.

Set up a feedback swap with a teammate—exchange constructive insights on collaboration.

Give meaningful recognition today—name the behavior and impact clearly.

Facilitate a team session where everyone shares one blocker and one enabler for their work.

Re-delegate a task you’ve held too tightly—observe how others handle it.

Ask your manager: “What’s one thing I could stop, start, or continue to better support the team?”

Run a quick pulse check: “On a scale of 1–10, how connected do you feel to our team mission?”

Have each teammate share one personal goal for the quarter—compare with team goals.

Ask someone outside your team: “How do you see our group contributing to the bigger picture?”

Invite a junior teammate to speak first in the next meeting—notice how it shifts dynamics.

Ask a respected peer leader how they’ve built trust—what practice could you try?

Shift from “managing tasks” to “unlocking potential”—what changes in your approach?

Reframe low engagement not as laziness, but as a mismatch between clarity and energy.

Instead of “they’re not stepping up,” ask “what’s missing in their clarity, support, or safety?”

Replace “top-down updates” with “two-way dialogue”—where can you invite more input?

View resistance as a signal of care—what values or fears might sit behind the pushback?

Instead of “checking in,” frame 1:1s as “co-designing success”—how does that shift your role?

Watch who speaks most (or least) in meetings—what influences their participation?

Pay attention to how teammates respond to feedback—curious, defensive, or disengaged?

Monitor what energizes or drains your team across the week—are tasks aligned with strengths?

Track how often coworkers take initiative without prompting—what conditions enable it?

Observe informal chats—what topics spark enthusiasm or frustration?

Notice how colleagues introduce each other—what qualities do they emphasize?

Partnerships

List your top three work contacts—write one mutual goal you haven’t yet acted on together.

Review your last collaboration message—did it clearly show mutual benefit?

Schedule one informal coffee chat with a colleague—focus only on relationship building.

Identify one collaboration that’s delayed—clarify ownership and unblock it today.

Update your collaboration pitch—focus on shared outcomes, not just your part.

Revisit old contacts—spot one collaboration that could be reactivated.

Reflect on your most successful collaboration—what made it work so well beyond the results?

Reflect on a time you over-invested in a collaboration—what did you learn?

Reflect on whether your current collaborators still align with your priorities today.

Journal about what assumptions you hold about collaborators—are they still valid?

Reflect on when trust eroded in a collaboration—what signals did you miss?

Reflect on whether your collaborations energize you or drain you—what pattern do you see?

Ask a cross-department contact what makes working with you smooth—and what could be easier.

Map the lifecycle of one collaboration—where is energy high, low, or consistently stuck?

Pitch a joint initiative with another team—focus on shared value, not just exposure.

Send a recap of a joint success to a partner team—highlight wins and suggest one next step.

Document shared risks in a collaboration—clarify what would make success mutual.

Create a shared tracker with another team—improve transparency and accountability.

Ask a colleague in another department: “What do we do better than others when collaborating?”

Interview a colleague who works closely with your team—what frictions or strengths do they notice?

Share your collaboration materials with a peer—ask what feels credible or unclear.

Run a mini feedback loop with two colleagues: “What’s one win and one wish in working with me?”

Ask a peer: “What’s a project you’ve wanted to try but haven’t had the right collaborator?”

Check in with a junior teammate—how do they view working with you?

Reframe from “using colleagues” to “building joint capability”—what changes in mindset?

View collaboration slowdowns not as delays, but as chances to realign expectations.

Shift from “What do I need from them?” to “What problem are we solving together?”

Instead of “It’s their fault,” ask “Where did we miscommunicate or over-assume expectations?”

Reframe small projects as learning labs—low risk with high potential insight.

Replace “they’re not responsive” with “have I earned their attention and urgency?”

Notice which cross-team projects attract interest from others—what signals success?

Observe how quickly colleagues outside your team reply—what does that show about priorities?

Track which collaborations lead to recognition or future opportunities—what traits repeat?

Monitor how often partner contributions are shared internally—are they truly valued?

Watch for language misalignment—do you and partners describe the work the same way?

Listen for hesitation in joint meetings—where might trust or clarity be missing?

MASTER Risk Hub