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This week I move from process mapping for progress to the use of tools. Decision support tools in fact. One client I worked with while I was writing my book Team Think had me work with six teams to develop process maps for their key outputs. The teams quickly gained clarity on the reality of

Bear with me c-suite leader. I was working with a risk team recently and discussed with them the power of process maps. Process maps bring clarity because a picture is worth a thousand words. Risks and the most critical controls are more easily identified. At the end of the workshop the team leader developed their

We fear failure more than we fear losing out on a win. Humans are funny that way. Loss aversion is baked into our psychology. It’s why, when something goes pear-shaped, many won’t just shrug it off. Instead, the tendency is to drag everyone involved, and many who were never involved, through endless rounds of hindsight

Some leaders believe their job is to make all the big calls, to be the final say on everything from strategy to operations. It feels like leadership, right? Taking charge, making the tough calls. But here’s the problem—when a leader takes on the role of chief decision maker, they limit their team’s ability to think,

Hard choices slow us down. One type of hard choice is taking the harder path. Like when Boards are asked to set the organisation’s risk appetite for staff to follow. The easy road is to use terms like Zero Harm and stick to risk categories like reputation, financial, safety and compliance. The harder choice is

Ever wonder why decisions made collectively are more powerful than those made solo? It’s not magic, and it’s not luck – it’s science. Diverse perspectives produce better outcomes because they challenge assumptions and introduce fresh ideas. Teams understand the robustness of the decision and get behind it to make it happen. But as powerful as