When we change how we work, however much planning and training we put in place up front, we still need to allow a period when things will get worse before they get better. We may need time to adapt to new processes, systems, or unlearn old ways of doing things.
Who wants to get worse at their job? Instead of embracing the discomfort of change, most of us cling to the old ways we understand, hoping to stay within our comfort zone.
In this podcast, Richard and Graham explore why this happens, and what leaders and managers can do to help people through this transition, live with the discomfort long enough to embed the new skills, processes and approaches that will allow them to benefit from the improved productivity that was always envisaged when the new way of working was first dreamed up.
In this episode of The Question, Ricky and Graham continue from episode 147, exploring the impact of constant change on teams.
The modern world of work is one of constant evolution, which, for some, can be a great opportunity. Still, for many, it feels relentless, risking creating change fatigue in the people you rely on to make the change work.
Change is a mixture of practical and people outcomes, and leaders can easily focus on the practical deliverables, leaving the people to transition to the change on their own. Graham and Ricky explore the practical things that managers and leaders can do that will help people move from surviving change to embracing the opportunities that change presents.
Change is easy to announce, but much harder to land.
Too many change initiatives stall or fail not because they’re the wrong idea, but because the implementation fails to engage the people in a way that truly sticks.
In a world where uncertainty, pace and complexity are the norm, leading people through change has become a critical leadership skill. We understand the challenges you’re facing, and we’re here to help.
Tune in for this high-impact, practical session, where we’ll equip you with The Change Blueprint—a proven five-step model to help you successfully lead and land your change programme.
What you’ll learn:
The key reasons why most change efforts fall short, and learn how to sidestep common obstacles
Techniques to precisely define the meaningful shift you aim for (beyond mere activities)
Strategies to evaluate your team’s readiness for change
Insights on crafting a compelling case that inspires action, not just awareness
Whether you’re leading a transformation project, rolling out a new initiative, or just trying to shift culture or behaviours, this session gives you the tools and mindset to make it happen.
Who should attend:
HR and OD professionals
Change leaders and programme managers
Senior leaders and managers navigating complex change
Anyone frustrated with stalled or underwhelming change efforts
Don’t miss this opportunity to drive impactful change in your organisation!
Register to access the recording, the slides and the toolkit
Sometimes, it feels like the workplace has become a place of constant change, with technology, economics and societal changes driving the need for teams to adapt how they work to meet changing needs constantly. Leaders who can help their teams embrace new ideas and working practices can drive the performance of their teams while at the same time protecting those they work with from the stress we feel when change is imposed on us.
In this episode of The Question Is, Ricky and Graham explore the leader’s role in preparing their team in advance, creating a culture where change is embraced, not fought. They offer simple, practical steps, from explaining the change’s purpose to creating a clear vision of how the new ways of working will actually work. If you have teams that are experiencing change, this podcast will help you help them.
In this podcast, Richard and Ricky explore some practical things you can do to build the culture in your organisation.
Organisational Culture is a big topic, and often, you can get lost in the plethora of models and ideas. Culture feels big and something the most senior people have to take action on. Yet there are some simple, practical steps that any of us can take to improve the culture, even if it is just for our team.
From establishing the group’s purpose, discovering the values, and aligning the business practices around measurement, reward and processes, manager have much more control over the culture of their team than they might believe.
Whether you are a golf fan like me or someone who loves to see someone come through adversity and bounce back after repeated near misses, you can’t help but shed a tear for Rory.
For over ten years, Rory McIlroy has faced the world’s media year after year since 2014 – “Is this [will you complete the career grand slam] your year? “
Rory gets one shot each year, and the weight of greatness was starting to show even through his performance this year. McIlroy stood on the cusp of greatness, a pantheon only five golfers had ever achieved before. To achieve the career grand slam, you must win The Masters, The PGA Championship, the British Open and the US Open, which were last achieved by Tiger Woods in 2000 and by Jack Nicklaus 34 years before.
Getty Images
McIlroy has endured many highs and lows throughout his career, but one thing that sets him apart besides his golf game is his ability to keep bouncing back. I imagine there have been times when he doubted he would ever join the elite club of Gene Sarazen (1935), Ben Hogan (1953), Gary Player (1965), Jack (1966), and Tiger (2000). In 17 attempts at the Masters, Rory had finished in the top 10 eight times; his previous best was second in 2022!
In 2011, Rory held the 54-hole lead at The Masters, four shots ahead with 18 holes to go. He famously blew up on the 10th hole, effectively ending his challenge, and he would finish tied for 15th. However, his resilience would come to the fore just two months later as he returned at the next major, The US Open, where he destroyed the field to win by eight shots.
Watch the webinar:
What about you?
Pressure is relative, and as much as Rory wanted to leave his mark on the history of golf, he is a wealthy man who could hang up his clubs and never play again without any personal impact.
So what about you? Have you ever felt like the pressure at work is coming from all sides?
You’re not alone. The modern workplace can be a juggling act of tight deadlines, shifting priorities, and team dynamics—especially for leaders and managers who carry everyone else’s expectations on their shoulders.
The good news? Resilience is a skill that anyone can develop. And with the right mindset, you can learn to bounce back from daily stresses and bigger challenges alike.
Here are a few practical ideas to set you on the right path:
Acknowledge the Pressure
First things first—recognise that you’re under strain. How many times have you powered through a tough week without stopping to catch your breath? Naming the stress is the first step to managing it. It’s perfectly normal to admit, “This is really hard,” by doing so, you permit yourself to find a better way forward.
Leverage Your Network
Resilience isn’t about going it alone. Build a strong support network in and out of work—a peer you trust, a mentor, or even friends outside your industry. Sharing your challenges and asking for advice lightens the emotional load and sparks fresh perspectives and problem-solving approaches.
Mindset Matters
Consider how you’re framing challenges. Instead of viewing problems as dead-ends, see them as possibilities to stretch your thinking. “We’ve never done it this way before” can become “We’ve got a chance to try something fresh.” Transforming obstacles into opportunities is a powerful mental shift that helps you stay open and motivated.
Pace Yourself with Purpose
You can’t just keep going, expecting everything to work out. Focus on pacing. Breaking large projects into smaller milestones makes progress more visible—celebrate those quick wins!
Rory didn’t just turn up and win the Masters; he practised hard! He reflected on his past attempts; he talked to the experts like Jack and Tiger to gain more insight. He worked on and improved the aspects of his game. Rory’s purpose driving him on was to be among those greats. He gets just one shot each year, one tournament where he could join the greats, and he has to compete with 94 other golfers who also desperately want to win the coveted green jacket.
Your purpose guides you when things are difficult, and celebrating your small and big wins along the way builds momentum and a sense of achievement, which fosters resilience for the next hurdle.
Recharge for Longevity
A quick break is not a luxury—it’s a strategic reset. Whether it’s five minutes of mindful breathing or a brisk walk, taking time out recharges your mental batteries. And don’t dismiss the importance of genuine downtime away from your inbox. Proper rest, healthy habits, and a sense of perspective are the bedrock of enduring resilience.
Stop Waiting to Get Started
Stop waiting for things to be just right or for something that makes everything easier. Instead, harness your inner A-Team or MacGyver and make the most of what you have; use what you have at your disposal to build what you can; with the internet and AI, there are very few barriers to getting started.
Remember, resilience isn’t about “toughing it out” alone; it’s about learning to adapt, grow, and thrive despite the stresses of a demanding environment. If you feel overwhelmed or stuck, reach out—there’s always support and new strategies to explore.
Ready to dig deeper? Please drop a comment or message us directly to continue the conversation on building more resilient leaders and teams. Let’s navigate these challenges together—and come out even stronger.
Doing something—anything—feels safer than pausing. We often see inaction as a risk rather than a thoughtful step to ensure we’re tackling the real issue.
Real speed comes from a calculated pause. Here’s how to make it work:
1. Define the Challenge Don’t jump to solutions. Pinpoint the real issue first—like Einstein said, spend most of your time clarifying the problem, then solutions practically reveal themselves.
2. Ask the Right Questions “What” and “How” questions spark creativity. Broaden your scope by including words like “could” or “might.” Fresh insights often surface when you invite every possibility.
3. Weigh Your Options Use a quick 2×2 matrix (cost vs. benefit, ease vs. impact, etc.) to filter ideas without bias. Clarity beats guesswork every time.
4. Plan, Then Act Spell out who does what—and when—before launching. This stops good ideas from vanishing in the chaos of daily demands.
5. Check, Then Adapt Regular reviews keep you ahead of pitfalls. Fail fast if you must, then pivot before issues spiral out of control.
Take a moment to slow down. You’ll find you can move forward faster—and with greater confidence—than ever.
There’s loads more helpful content for each of these steps; follow us for more:
Rapport is a key skill when building relationships, influencing others, and collaborating, in fact, any time you want or need to engage with someone.
Ricky asks our resident psychologist, Paul, about practical ways to instantly build rapport. Together, they explore crucial elements to make rapport-building easy and impactful and get your connection off on the right foot.
If you want to avoid friction and get stuff done more easily, you almost always need to form a connection with your team, coworkers, suppliers and customers. Tune in for practical takeaways you can put into action immediately.
We like to think that all the teams in our organisation are aligned, collaborating effectively, and working in harmony. In an ideal world, all of our teams’ passion and energy would be combined against the external world, beating competitors and solving problems that get in the way.
In reality, under pressure, we often turn on the groups closest to us. Not because they are the problem but because they are visible and identifiable. It is hard to blame people we can’t identify, so we find an ‘enemy’ we can name, which can be as simple as the team down the corridor. Sales get frustrated with Service, Manufacturing with Supply Chain, and the front line with Leadership.
When the in-fighting bubbles over from noise to frustration, you need to deal with it before all the energy (time and talent) of your team is focused on internal battles and not directed towards delivering the outcomes you require. In this podcast, Ricky and Paul explore how teams get themselves into this position, and when you find yourself dealing with this, what steps bring alignment and harmony back to your world?
Ricky and Paul mention the Trust model by Francis Frei in this podcast. This model is a really helpful way of thinking of trust between teams, and we probably did not do it justice in our description, so we recommend that you hear all about it from the expert in her fabulous TED Talk.
Frances Frei – How to build (and rebuild) trust. TED.com 2018
Turbocharge Your Next Move: A Step-by-Step Guide to Making Informed Choices
Introduction
How often do you charge headlong into a decision – whether personal or professional – only to realise later that you didn’t fully understand the problem?
When it comes to making decisions, clarity is power. Yet we’ve probably all been lost in a swirl of possibilities, gathering endless data, and stuck in a state of ‘analysis paralysis’.
What if a systematic, creative way existed to define the real issue and generate fresh ideas before evaluating your best path forward?
Enter the art of “informed choice,” a process that can transform confusion into clarity and move you from stuck to soaring.
In this month’s edition of Mindset Matters, we’ll explore a simple blueprint for helping individuals make well-informed choices. We’ll begin by discussing how to define the problem clearly, offer strategies to think creatively, and then show how to critically assess your best way forward.
You’ll discover practical steps you can apply at work – or in any facet of life – to consistently make better choices that serve your work and personal goals, and avoid getting stuck or creating false starts.
1. Clearly Define the Problem
Start With ‘Why?’
Making more robust and informed decisions starts with clearly understanding the goal or problem. There is no point in making an informed choice unless you know both your desired outcome and why it matters.
Start by asking yourself: “What problem am I trying to solve?” It’s incredible how often we realise we’ve been working on the wrong problem. “I need more salespeople” might actually be “I need better-trained salespeople.” Or “We must cut costs” might be “We need more innovation to drive revenue.” If you don’t define the issue accurately from the start, any decision that follows will be off track, time will be wasted and your people are likely to be disengaged.
Consider Multiple Angles
I once changed a process that opened the floodgates to unprecedented levels of cross-sales. I was amazed when sales increased by over 400% and I felt great about my decision. That is, until one of my operational colleagues, responsible for processing the sales, called me to say they couldn’t cope with this unexpected surge. As a result, my sales team started getting complaints from customers who chose to take their business elsewhere because our service wasn’t up to scratch. If only I had reached out to share my plan with others!
Look at your problem from many perspectives. You will see it one way, informed by your beliefs, biases and agenda, whereas someone else will view it from a different angle. Learn from my experience, consult with other departments, engage team members affected by the decision, and explore different perspectives within your customer base. Gathering these viewpoints will paint a more accurate picture of the problem and ensure any decision is grounded in reality and gains buy-in.
Put It Into Writing
Take your problem and define it; What precisely is the problem? Who does it impact? What are the consequences on performance? The video below walks you through the ‘Five Whys’ technique, which helps you reach the root cause. From here you can create your problem statement. For example, “Our poor sales performance leaves customers without valuable solutions to their problems.”
Then, reframe it. Changing the frame is a cognitive ‘trick’ that moves your thinking from problem-focused to solution-focused, focusing on the outcome you want, not what you don’t want. Continuing with the sales example, this would become: “Improve our sales performance by solving more of our customers’ problems.”
You should then turn this into a SMART goal in a single sentence: ‘To improve sales by X% by solving more of our customers’ problems.’
2. Be Creative: Generate Possibilities Before Judging
Don’t Jump Straight to the Matrix
Now that you have clearly defined your problem or goal, it can be tempting to jump straight to action. However, this is a classic pitfall in decision-making. Leaping straight into action with only one or two options is like placing all your eggs into one basket and is likely to cause frustration from a false start or wasted effort. It is better to engage in creative thinking first, broaden your possibilities, and increase your chances of success.
Brainstorm to Break Barriers
Encourage a short, focused brainstorming session where all ideas are welcomed, no matter how outlandish. In a team setting, declare a ‘no judgment’ zone for five or ten minutes. This period of open-ideation helps people break from tried-and-tested thinking patterns, leading to fresh options that might not have come up in a more conventional discussion.
Remember, better solutions arise from a broader pool of possibilities. Tapping into creative thinking is vital before you start sorting and evaluating ideas. Otherwise, you might never consider what could turn out to be your game-changing solutions.
Top Tip: Always encourage your team to begin by spending some time thinking on their own before socialising ideas, this will minimise authority bias, confirmation bias and grouthink.
Creative Tools
20-Idea Method: This simple tool encourages you to design an outcome-based question, write it down, and answer it in at least 20 different ways. It can also be helpful to give yourself a short time frame to do this – this can help you avoid prioritising ideas too soon. This template helps with this approach.
O! Ideas Method: A build on the 20-Idea Method, this tool gives a selection of pre-prepared questions designed to prompt a high number of ideas across the headlines of Options, Others and Obstacles. Again, the following template helps with this approach.
SCAMPER Method: SCAMPER is a powerful tool that helps spark creativity by challenging the way we think. It stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Rearrange, each prompting fresh ideas for innovation.
You can use SCAMPER to improve products, solve business challenges, refine marketing strategies, or enhance processes. To apply it effectively, start with a clear goal, go through each SCAMPER step systematically, capture all ideas without judgment, and refine the best ones for testing. Whether you’re stuck on a problem or looking for breakthrough ideas, SCAMPER is a simple yet effective way to think differently and drive better results.
3. Critical Thinking two by two
Great news! Creative thinking has helped you generate many ideas and possibilities, as they are at this stage. You now need to critically evaluate which ones are worth pursuing.
Why a 2×2 Matrix?
A 2×2 matrix is a simple yet powerful framework for structuring and comparing options. Its power is in minimising the effects of bias and personal preference on your decisions. When using a 2×2 matrix, one person’s agenda doesn’t dominate in a team situation, and you won’t get caught taking action on those things you feel are right; it introduces objectivity.
Typically, you place two factors or criteria along the vertical and horizontal axes – common examples include “ease vs impact”, “risk vs likelihood,” or “cost vs benefit.” Plotting your ideas in a grid allows you to visually cluster them based on how they measure up.
For example, imagine you’re evaluating potential customer service improvements. You might use “customer impact” as the vertical axis (low to high) and “cost to implement” as the horizontal axis (high to low). Now each idea can be placed in one of four quadrants:
This visual spread helps you quickly see which ideas are easiest, require more resources, and provide the biggest payoff.
Steps to Implement
1. Define Your Axes: After clarifying your problem, identify the two most critical factors to guide your decision (e.g., cost, resources, impact, time, complexity).
2. List Your Options: Take your possibilities and briefly describe each.
3. Plot Your Ideas: Assign each idea to a quadrant based on how it ranks against both axes.
4. Discuss and Debate: Review how the options cluster. This conversation is often where hidden insights emerge – why certain ideas land in specific quadrants.
5. Decide Your Next Move: Typically, you start with quadrants that offer high impact at low cost, but don’t overlook ambitious ideas that could be game changers even if they are more challenging to implement.
Download the RACI Matrix to help you clearly understand who is impacted and their role, whether they need to be kept in the loop, whether we need to involve them (think about my experience above), who is responsible for what, and who is accountable for the goal.
4. Five Practical Steps to Help Individuals Make Informed Choices
Create a ‘Decision Toolkit’: Put together an essential document (you could try our business challenge kit) or template that outlines each step: define the problem, brainstorm, and evaluate options using a 2×2 matrix. A straightforward process can ease the burden on individuals overwhelmed by decision-making.
Encourage Reflection and Self-Awareness: Ask reflective questions: “Why is this choice important now?” or “How does this align with my (or the team’s) bigger goals?” Self-awareness helps ensure that the choices align with deeper values and objectives, rather than being purely reactive.
Use Collaborative Platforms: If you’re in an organisation with distributed teams, use online whiteboards or collaboration tools. This way, everyone can contribute to brainstorming and matrix-plotting in real time. It’s also a living document you can revisit to measure progress or reconsider options when circumstances change.
Build in a ‘Pause & Check’: Once a potential solution emerges from the matrix, pause to revisit your original problem statement. Ask: “Does this solution truly address the defined core problem?” This simple step avoids scenario creep, where you solve an offshoot problem without noticing it.
Test Small and Scale Up: Test your chosen path on a small scale before rolling it out company-wide. This pilot approach allows you to gather accurate data, refine the solution, and build confidence in your decision. If the results look promising, scale it up. If not, return to your matrix for fresh options.
5. Overcoming Three Common Pitfalls
Pitfall 1: Failing to Acknowledge Bias
Confirmation bias and other mental shortcuts can derail an otherwise solid decision-making process. Acknowledge that everyone has blind spots. Ask someone outside your immediate team to challenge or test your assumptions.
Pitfall 2: Overcomplicating the Matrix
Yes, you can plot multiple factors, but a simple 2×2 approach is often enough to provide clarity. Don’t let the framework become so elaborate that it defeats the purpose of a quick, straightforward assessment.
Pitfall 3: Inertia After the Matrix
A thorough review is fantastic, but please don’t let your efforts sit on a shelf. Turn your resulting insights into concrete actions, assign accountability for each selected option, and set deadlines for follow-up and measurement.
Conclusion
Making informed choices isn’t about having a magic wand that always guarantees success. It’s about stacking the odds in your favour by grounding your decisions in a clearly defined problem statement, opening yourself, and your team, up to creative possibilities, and then applying a logical, visual framework like a 2×2 matrix to weigh your options. From there, the real magic lies in translating insights into action—testing, iterating, and refining your approach.
Adopting this disciplined yet creative process makes you far more likely to make choices that align with your goals and values, and empower others to do the same. Whether you’re leading a small team or a global organisation, informed decision-making can be the difference between spinning your wheels on autopilot and sparking the kind of breakthroughs that drive tangible results.
More great content available
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