MASTER Risk Model - Learning Resources - Situation

Product Fit

Review your department’s service description—does it clearly solve a top priority for senior leadership?

Ask one stakeholder why they rely on your department—note the benefits they mention most.

Compare your top-performing initiative to your weakest—what differentiator matters most to results?

Identify one client request that keeps recurring—does it signal a mismatch in delivery?

Write down in one sentence: Who is not your department’s focus—and why?

Search for reviews of peer departments—what are they praised or criticized for, and how do you compare?

When did your department’s work feel like a perfect fit for leadership priorities? What made that alignment possible?

What assumptions have you made about leadership’s needs—and are those still accurate today?

How often do you hear “This is exactly what I needed” about your team’s work? If rarely, why?

Do you shape your plans more from leadership input or your own vision? How balanced is your approach?

What feedback from leadership do you tend to dismiss—could it signal deeper issues?

When has trying to please everyone weakened your department’s core value?

Interview three internal stakeholders about what problem they rely on your department to solve and how well you deliver.

Create a stakeholder persona using real feedback from three recent interactions—not assumptions.

Map the full stakeholder journey—from request to delivery—and mark potential friction points.

Test one service with a non-typical client to see where your department’s limits appear.

Run a mini-survey: what would make stakeholders recommend your department more strongly?

Pilot a small tweak in service delivery and measure stakeholder response.

Ask a stakeholder: “When you describe our department’s role, what do you say we do best?”

Present your team’s pitch to someone unfamiliar and ask what feels unclear.

Share two versions of your department’s message and ask which feels most relevant.

Ask client-facing staff: “What objections do you hear most often, and what drives them?”

Invite a trusted partner to review your team’s messaging for clarity and relevance.

Ask a client to complete: “This would be perfect if only it also…”

Shift from “we cover many tasks” to “we solve one critical business need really well—let’s build on that.”

Reframe weak adoption as “a signal to listen closer” rather than “a failure of delivery.”

Instead of “our team fits everywhere,” confidently state “we are perfect for this group and role.”

View client churn not as rejection but as guidance on mismatched needs or delivery.

Change “we need more features” to “we need more value where it matters most.”

Replace “it’s good enough” with “is it compelling for the right stakeholder right now?”

Notice what language senior leaders use when describing your team—does it match how you present it?

Track which stakeholders return for repeat collaboration—what patterns do they share?

Watch how executives engage with your updates—what sparks interest or confusion?

Monitor which client requests highlight service mismatches with your department’s role.

Observe what rival departments emphasize—are you overlooking similar strengths?

Listen for hesitation when leaders discuss your team—what concerns go unsaid?

Growth Plan

Write down three clear goals for departmental growth—output, quality, or efficiency—within a set timeframe.

Identify one bottleneck slowing growth and write two immediate, low-cost fixes to test.

Revisit your last departmental initiative—what worked, what didn’t, and why?

Ask one team member what growth means to them—note if their goals align or diverge.

Review a competitor division’s new initiative—what might they be doing effectively?

List three assumptions you’ve made about departmental growth—are they still valid?

What does sustainable growth look like for your unit—and are you pursuing it or chasing fast wins?

When has your team resisted a growth directive—what was the underlying cause?

How do your personal ambitions align—or conflict—with your department’s growth targets?

What’s one risk you’ve been avoiding that could unlock meaningful growth?

Recall a time fast growth reduced quality—what did you learn from it?

Are you pursuing growth that matters to the organization—or following trends?

Build a basic forecast for your unit—map one goal (e.g., efficiency) and list key inputs to achieve it.

Run a “small bet” pilot—test one new growth idea in a limited scope before scaling.

Interview a peer manager in another business unit about their growth strategy—note ideas you can adapt.

Organize a growth workshop with your team—align on top departmental priorities.

Create a version of your service tailored for an underserved internal group.

Track how your team divides time between growth projects and operational work this week.

Share your growth plan draft with a senior peer and ask, “What feels unrealistic or missing?”

Present a departmental growth idea in a management meeting—invite tough questions.

Ask your director what growth trends they see—do they align with your team’s focus?

Ask a junior employee: “What opportunities do you think we’re missing?”

Show your top three priorities to a client—ask which resonates most with them.

Share your growth plan with a past client—ask if it would have kept them engaged.

Shift from “how do we grow faster” to “how do we grow in ways leadership values long-term.”

Reframe missed targets as data—not failure—to guide smarter planning.

Replace “growth = size” with “growth = added value for the right priorities.”

View risk not as danger but as an opening to align with bigger opportunities.

Swap “we’re too small” for “we’re more agile—how can we use that edge internally?”

Rethink “growth happens after we fix X” as “what can grow now, even if imperfect?”

Track how quickly strategic goals turn into departmental action—where do delays emerge?

Notice what type of growth excites your team most—efficiency, reach, or recognition?

Watch which growth ideas spark momentum versus resistance in leadership reviews.

Monitor stakeholder behavior—are patterns showing readiness for broader responsibilities?

Observe which projects repeatedly overrun—are they aligned with real growth priorities?

Listen for comments like “we’ve always done it this way”—signs of blocked growth.

Positioning

Review your team’s introduction slide—does it clearly show how you add value in the organization?

List three peer departments and clarify how your unit differentiates from each.

Check if your department’s overview slide clearly communicates your unique contribution.

Ask a peer manager to describe your department’s reputation—compare it with your intent.

Update one line in your team’s presentation to better show your distinct value.

Revisit your LinkedIn headline—does it reflect your leadership role clearly?

When was the last time you updated how you position your team internally? Does it still reflect your strengths?

What do colleagues consistently say they value about your team? Is it reflected in your positioning?

Are you recognized for what you want to be known for in the organization? Why or why not?

Recall a time your department was misunderstood—what was missing in your framing?

How clearly can you define your ideal stakeholder—and what language resonates with them?

Do you position your team by tasks, benefits, or outcomes—which is most effective?

Create a one-sentence positioning statement for your department and present it to leadership.

Deliver a short pitch about your department to someone outside your industry—see if they understand.

Rewrite your LinkedIn or intranet bio to reflect your leadership positioning clearly.

Conduct a mini-audit of peer units and identify one change to sharpen differentiation.

Present your value proposition to a small group and ask for their immediate impression.

Identify one initiative to test by framing its value differently—note reactions.

Ask a peer manager to describe your team’s unique value in the organization.

Get input from two stakeholders on how they describe your team’s contribution.

Present three positioning options to senior leadership—ask which feels strongest.

Post a short “what my department does” update on intranet and ask for reactions.

Interview a peer manager about how they explain their team’s value—compare to yours.

Run a quick A/B test of two versions of your team’s introduction—ask which feels stronger.

Instead of “what our team does,” focus on “what problem we solve for the organization.”

Think of positioning not as self-promotion but as creating clarity for others to act.

Shift from “being better” to “being distinct”—what makes your team unique, not just stronger?

Frame your message in terms of transformation—what changes for stakeholders because of you?

Reframe positioning as storytelling: what strategic narrative are you placing your team in?

Position your role in terms of outcomes, not titles—what impact do you create?

Watch how peer managers present their teams—what’s clear, and what feels generic?

Observe how colleagues introduce your unit—what positioning words do they use?

Pay attention to which proposals gain fast support—what language made the difference?

Analyze how peer departments frame their uniqueness—what proof points do they use?

Notice moments when staff struggle to explain goals—what could make it clearer?

Listen for language stakeholders use when describing you—what terms repeat?

MASTER Risk Hub