Over the next few months, we will be running a new mini-series within ‘The Question Is…’ that explores the most common Thinking Errors. Thinking Errors are cognitive distortions that alter our thinking, distorting the way we see the world and can impact performance and mood.
In this first episode, Ricky talks to Paul about ‘All-or-Nothing’ thinking. This way of seeing situations as simple, Black or White, Right or Wrong, Good or Bad. This tricks our thoughts into seeing situations as absolute, ignoring the complexity and nuance that typically exists.
From ignoring our own success when it does not quite live up to our expectations, to feeling like we are worthless when one part goes wrong, all-or-nothing thinking adds pressure to situations, making anything that is amazing feel like a disaster. If you have ever felt like that, then this podcast is for you.
Why the manager is still your most scalable lever for performance—and how to rebuild the role so people want it.
We’ve all felt the shift; fewer people see management as an aspirational path, and even those who step up often feel overwhelmed. Recent research in the UK highlights the scale of this: over half of employees in middle-manager roles and below don’t aspire to management; 40% see it as necessary but unappealing; 12% actively avoid it. The top reasons for these stats are stress (54%), not enjoying people management (42%), and a pay premium that doesn’t feel worth the load (30%). Meanwhile, the work of management hasn’t disappeared – it’s just getting done unevenly, or not at all.
The uncomfortable truth: if we don't look after and develop managers, there'll be no one left to play the roles that turn strategy into results, no one to take on the roles of developer, coach, mentor, supporter, champion, challenger and engager. AI won't do it, org charts won't do it, and HR alone can't do it.
Your managers are the most scalable lever you have for culture, engagement and performance. Treat them as a critical system, or watch value leak out through avoidable attrition, slow execution and disengagement.
The manager role has expanded and become less attractive
There are many reasons why management roles have changed, and why people increasingly feel that moving into management doesn’t have the appeal it once did, including:
Scope creep. Today’s managers are asked to deliver numbers and steward wellbeing, balance hybrid routines (their own and their teams’), inclusion, change adoption and AI experimentation – usually with the same bandwidth. The result is a permanent cognitive overload.
Conflicted signals. “Be empowering and developmental… but hit this stretch target by Friday and keep the compliance plates spinning.” Mixed messages create risk aversion and decision paralysis, and how many managers have had the right training, at the right time, to help them?
Time poverty. Calendars fill with status meetings, tool updates and approvals. What should be the core work of management – coaching, prioritising, clearing blockers – gets squeezed into the remaining scraps of the week.
Ambiguous career value. Many see more stress without clear growth, recognition or pay. If there’s no visible upside, rational people will opt out.
So what? Capable people sidestep the role; accidental managers inherit teams; and the organisation pays twice – first in execution drag, then in preventable churn.
What high-performing organisations do differently
They treat management as an operating system (OS), not a title. They make it:
Doable: Right-size capacity and remove friction before training anyone.
Teachable: Build mindset and skill through tiny, frequent practice on real work.
Valuable: Make the manager premium visible in rewards, recognition and mobility.
Below is a practical blueprint you can apply without a reorg or a 12-month transformation.
The Manager OS: Seven roles, one clear standard
Give managers a simple, shared playbook. One approach that can be used is this “Seven Hats” model, where each hat has a purpose, a core behaviour, and a simple tool.
Clarity Setter
Purpose:People know what matters this week, what “good” looks like, and how we’ll measure it.
Behaviour: Translate strategy into 3–5 team priorities and 1–2 weekly focus outcomes.
Tool:A one-page Team Priorities Summary that answers: “What are we trying to achieve? Why now? What are the first three moves? How will we know?”
Example:Monday stand-up starts with “Top Two for the week,” not a status round-robin.
Coach
Purpose:Capability grows faster than workload.
Behaviour: Short, frequent conversations; questions before advice; clear next steps.
Tool:Ask questions using the four C’s for: Clarity: define issue/goal, Creativity: ideate, Critical Thinking: evaluate, Commitment: take action
Script Starter:“What outcome do you want? What’s in the way? What’s one move you’ll test before Thursday?”
Connector
Purpose:Work flows across functions without friction.
Behaviour: Map dependencies; proactively align decision-makers; share context, not noise.
Tool:Dependency Map (who we rely on, what they need from us, escalation path).
Example:Before a launch, run a 30-minute “pre-mortem” with Sales, Ops, and Legal to surface and solve the top three cross-team risks.
Challenger
Purpose:Standards rise; performance conversations are clean and fair.
Behaviour: Separate person from behaviour; use evidence; agree on next steps and follow-up.
Tool:Purposeful Feedback: What (happened), So what (impact), Now what (next steps)
Example:“In yesterday’s client call (S), you interrupted twice (B). It confused roles (I). Going forward, you’ll lead discovery, and I’ll handle pricing (E). How does that land (C)? Let’s review Friday (N).”
Champion
Purpose:The team gets credit and resources commensurate with impact.
Behaviour: Make outcomes visible; tell the story in business terms; ask clearly.
Example: “Reducing onboarding from 30→18 days saved £X this quarter. To sustain, we need one L&D license and 0.5 FTE analyst time.”
Change Leader
Purpose:Strategy converts to team-level action and habits.
Behaviour: Explain the why, define the first two moves, measure adoption, not attendance.
Tool:Change Card (why, what changes for us, first two moves, measure we’ll watch).
Example:When introducing a new CRM step, track “% opportunities with next action logged” weekly, not just the training completion rate.
Culture Shaper
Purpose:Psychological safety and accountability coexist.
Behaviour: Ask for dissent; normalise learning; keep promises.
Tool:Team Operating Agreement (how we give feedback, decide, escalate, and reset).
Ritual: End meetings with “What did we learn? What will we do differently next time?”
Make the role doable: redesign the work before you train
Training can’t fix a broken job. Start with the job design.
1) Protect a Manager’s Time
Help your managers ring-fence at least 25–35% of each week for management: 1:1s, feedback, planning, and helping them to overcome blockers and obstacles to team success.
Why it matters:
No coach time = confused team, slow progress, and stressed people.
How to do it (three quick moves):
Check the calendar: Mark each meeting as “IC” (individual contributor – doing the work yourself) or “M” (managing/coaching). If “M” time is under 25%, that’s a problem.
Shorten meetings: Make internal meetings 35 minutes by default. Use the saved minutes for coaching and 1:1s.
One in → one out: If you add a new project, pause another. Otherwise, time magically disappears.
Example:
Coach has 40 hours. Protect 10–14 hours weekly for 1:1s, feedback, planning, and fixing blockers. That’s “Coach Time.”
2) Kill Busywork Drag (Reduce Admin Drag)
Busywork = work that doesn’t help the team win (like typing the same info into three systems or waiting for tiny approvals).
Why it matters:
Busywork eats coaching time and makes everyone slower.
How to fix it:
Status lives in a dashboard: Don’t hold a meeting to read updates. Put the numbers in one place, people can check anytime.
Simple approvals: Small spends should need 1–2 clicks, not five signatures.
One template for asks: Use a one-page “Impact Brief”: What’s the problem? What did we try? What did it do? What do we need now?
Example:
Instead of a 45-minute “update” meeting, the team posts updates in the tool. The manager uses those 45 minutes to coach someone who’s stuck.
3) Right-Size the Team & Load (Spans of Control and Individual Contributor load)
A manager shouldn’t have more players than they can coach well, and they shouldn’t be doing so much hands-on work that they can’t coach at all.
Why it matters:
Too many direct reports = rushed check-ins and missed problems.
Too much “doing the work yourself” (IC load) = no time to help others grow.
Easy rules of thumb:
Team size (direct reports):
Manager doing hands-on work (IC load):
Fixes if it’s too heavy:
Add a team lead to help with day-to-day coaching.
Give a coordinator to handle admin and scheduling.
Move a project to another team.
Shrink the scope while the team is new or changing a lot.
Example:
If a manager has 12 new people and a big change project, that’s too much. Reduce reports to 7–8 or add a team lead until the change settles.
4) Make a clear Manager Deal (Before they start)
Write down the rules of the game to avoid any surprises. It’s like a simple contract between the manager, their boss, and HR.
What goes in the deal:
Purpose: One sentence—why this team exists.
Top 3 outcomes: What success looks like this year.
Decisions: Which choices the manager gets to make vs. advise on.
Time & load: Promise the 25–35% coach time and set a limit for hands-on work. Keep the one in → one out rule.
How we work: The Seven Hats (Clarity, Coach, Connector, Challenger, Champion, Change Leader, Culture) with one simple tool for each.
Support: A mentor, a peer group, and a short list of tools/templates.
Rewards: What the pay/praise looks like when they build people and get results.
Boundaries: Quiet hours, meeting-free blocks, and how we cover vacations.
90-day goals: Three clear targets (e.g., 90% of people have 1:1s, blockers get solved faster, one annoying process gets fixed).
Example:
“You’ll have 10–14 hours each week for coaching and planning. If we add a new project, we’ll pause one. You own decisions A and B, and help with C. We’ll measure your success by how your team grows and how fast work moves, not just by raw output.”
Build Skills That Stick
Think of a manager like a team coach who’s also still learning. To get better, you don’t need long classes; you need short, regular practice on real stuff. Practice beats PowerPoints.
1) Tiny weekly drills (15 minutes)
What: One small skill, once a week, for 15 minutes.
Why: Short, focused practice sticks.
How: Pick one drill; try it the same week.
Month 1 example
Week 1 – Purposeful feedback: Tell someone clearly what happened, why it mattered, and what to do next.
Week 2 – Better 1:1s: Use a simple agenda: check-in → priorities → blocker → coaching → feedback → commit.
Week 3 – Set the “Top Two”: Name the two most important outcomes for the team this week.
Week 4 – Remove a blocker: Map who you need help from and ask for a yes/no decision.
2) Manager circles = practice squad
What: 6–8 managers meet for 45 minutes every two weeks.
Why: You learn faster together.
How it works (simple rules below):
One person brings a real problem.
The group uses this week’s drill to help.
The owner picks one action to try before the next circle.
Next time, they share what happened (win or learn).
3) Just-in-time resources (keep them accessible)
What: One-page guides and 2-minute videos.
Where: Calendar invites, CRM notes, project tool, team wiki.
Why: When the moment comes, you don’t have time to search a big manual.
Examples:
“Purposeful Feedback” card (What | So What | Now what)
“Top Two” weekly sheet
“Dependency Map” checklist (who we rely on, what they need, who decides)
“What Would You Do?” is a social space where managers can discuss everyday dilemmas in a safe environment, learning from each other and sharing experiences.
4) Stretch chances (but with a safety net)
What: Small “try it for real” opportunities.
Why: Confidence grows by doing, not by reading.
Examples:
Run one work-experience day or a mini project.
Lead part of a team meeting (e.g., the “Top Two”).
Shadow a tough conversation, then try the next one with support.
Safety net: Agree on the goal, boundaries, and who has your back.
5) Simple reflection = faster learning
5-minute weekly check (write it in the 1:1 doc):
What did I try?
What worked?
What didn’t?
What’s one change for next time?
Traffic light: Green = good; Amber = bumpy; Red = need help.
Reward the work that creates value
Incentives drive behaviour. Adjust them visibly.
Compensation and recognition.
Make the manager premium explicit. Tie a portion to capability outcomes (internal promotions, skill lift) as well as business results.
Publicly celebrate “manager moments” (where appropriate, consider private where preferences dictate) in all-hands: name the behaviour and the impact, not just the metric.
Dual tracks with parity.
Ensure technical and managerial tracks can both reach top pay bands. People shouldn’t have to manage to progress – but if they choose to operate, they should see a clear upside.
Progression markers.
Move beyond “team size” as a proxy. Use complexity handled, talent developed and cross-functional impact delivered as the badge of seniority.
Measure what matters (leading indicators beat lagging ones)
Don’t wait for annual engagement scores. Track simple, behavioural signals:
Manager activity: % of team with a monthly 1:1; # of purposeful feedback moments logged per month. Aim for 90%+ 1:1 coverage; “two pieces of feedback per person per month” as a norm.
Talent signals: Internal fill rate for key roles (target 60%+); time-to-productivity for new hires (trend down month-on-month); regretted attrition of high performers (trend down).
Execution health: Cross-functional cycle time (request → decision); blocker removal time; change adoption (measurable behaviour, not attendance).
Wellbeing risk: Calendar load, after-hours send ratio, self-reported workload control. Use thresholds to trigger a coaching check-in, not a reprimand.
Publish the dashboard by division. Celebrate improvements loudly and share the playbooks that drove them.
A 90-day rollout you can start next week
Days 1–30: Reset and simplify
Codify the Seven Hats on one page. Socialise with managers and their leaders.
Calendar audit for a representative group; reclaim 20% by killing or delegating low-value recurring meetings.
Stand-up manager circles; schedule the first three sessions.
Ship three micro-tools: 30-minute 1:1 guide, Clean Feedback script, Team Priorities Canvas.
Success criteria: 80% adoption of 1:1 guide; 15% reduction in average manager meeting hours.
Days 31–60: Build capability in the flow
Run weekly 15-minute micro-practices (one tool, one conversation, one reflection).
Launch a lightweight manager dashboard (people basics + actions).
Start recognising manager behaviours in ‘all-hands’/’town hall’ meetings.
Pilot dual-track communications with clear examples of parity.
Success criteria: 70% of managers log at least two clean feedback moments; time-to-decision improves by 10% in one cross-functional process.
Days 61–90: Lock in and scale
Tie the Manager OS to performance dialogues and promotion criteria.
Publish the first monthly manager health report.
Fix one structural blocker per Business Unit (e.g., duplicate approvals, unclear decision rights).
Expand manager circles; add advanced modules (coaching for performance vs. potential, leading change narratives).
Success criteria: Internal fill rate improves by 10 points in targeted roles; after-hours send ratio drops; new-hire ramp improves by one week.
Objections you’ll hear – and how to respond
“We don’t have time.” You don’t have time not to. Reclaiming 20% calendar time typically returns more capacity within two weeks than any single headcount request.
“Some people don’t want to manage.” Good. Keep dual tracks. But for those who do, make it a craft worth mastering.
“Our environment is unique.” The hats are universal; the examples are yours to tailor. Start with one team, one Business Unit, one quarter.
What this changes – for real
Employees feel led, not just managed. Clear expectations, fair feedback, visible growth.
Managers regain pride and energy. The job is doable, valued and supported.
Leaders see throughput. Faster decisions, stronger execution, healthier succession.
If you don’t invest here, the gap doesn’t stay empty; it fills with inconsistency, mixed signals and avoidable attrition. If we do invest, managers become what we desire and intend: the multiplier of your strategy.
Where to begin:
If the thoughts in this newsletter have caused you to pause, and you think you could do more to support your managers differently (or if you are a manager and you think you could be working differently), consider the following:
This week, protect two hours in managers’ calendars. Roll out the 20-minute 1:1 (wins (from last week), learnings (from last week), focus for the week ahead, and help required). Convene your first manager circle.
Next week, teach Purposeful Feedback and require one live practice per manager.
By the end of the month, publish your first manager health snapshot. Momentum beats perfection. The role of the manager is too important to leave to chance.
Consider the Social Learning Experience that blends gamification with group coaching and psychological safety – accelerate your development and raise the bar of your managers – introducing ‘What Would You Do?’
Teams often waste time reinventing the wheel, working on projects with the same old methods and ending up with the same frustrations. Even when they attempt “new” approaches, they often replicate past mistakes, leading to post-rationalised explanations for success or failure. The real issue is that most teams don’t have a shared, consistent framework to guide their work and learning.
What if you could plug into a shared system—an Operating System for success—that keeps everyone aligned, focused, and equipped?
Why an OS?
Operating systems (OS) are everywhere, from phones and laptops to TVs. You might be one of the 3.9 billion Android users or the 1.56 billion iPhone users worldwide; if so, there will be an OS working away to ensure your devices work, manage resources to avoid conflicts and provide a familiar, intuitive interface so we don’t have to relearn how to use our phones every day.
Why not give your teams the same reliable, familiar “operating system” for problem-solving and goal achievement?
Imagine a common language underpinned by universal tools that accelerate results. Much like you can open Microsoft Word and instantly know how to bold text or format your page, a “Team OS” would let you tackle goals, drive projects, and solve problems without having to start from scratch every time.
The Benefits of a Team OS
A proper Team OS isn’t about code, but about what it does for the people using it; let’s borrow a few concepts from tech OSes and apply them to teams:
Stability
Your devices handle daily wear and tear without failing. A shared OS of mental models and tools creates consistency in a team context, so work is done on a solid, predictable platform – no surprises or random steps.
User Experience
Familiarity matters. Like tapping an icon on your phone without thinking, a Team OS lets you instantly apply proven approaches and tools. No time wasted reinventing processes or dealing with confusion about “how we work here.”
Resource Optimisation
A good OS seamlessly manages system resources. For teams, this means reducing overlap, prioritising critical tasks, and freeing people to focus on high-impact work – no more second-guessing who does what and when.
Interoperability
Tech OSes allow new hardware (like printers) to work right away. Likewise, a Team OS that uses universal mental models and tools makes integrating new people, processes, or projects easy without costly retraining.
Introducing FoooDo
We developed a mental model for thinking, planning, reviewing, and executing everything from personal goals to large-scale projects.Our clients affectionately call FoooDo. Since its launch in 2016, FoooDo has helped teams in countless settings, from delivering multi-million-pound ROI on company-wide initiatives to identifying failing projects and stopping the financial bleeding.
Think of FoooDo as an OS:
It includes built-in psychological insights to mitigate biases and limiting beliefs.
It provides a common language and a shared approach.
It allows you to ‘plug in’ your own context, just like adding apps on your phone.
A Real-World Success Snapshot
Recently, a global manufacturing client used the FoooDo process to rescue a high-profile initiative on the brink of failure. By pausing to evaluate their assumptions (the “Others” step) and systematically exploring potential solutions (the “Options” step), they pivoted to a more viable plan, ensuring success and saving over £1 million in potential losses.
The FoooDo Framework in Six Steps
Below are the six core elements of FoooDo, each with its own psychological underpinnings:
Focus(The What)
Define precisely what you want to achieve.
Use goal-defining tools—like SMART or SMT AR (as we prefer)—to set clear targets.
Clarify your Purpose (The Why) and check your Belief (Can I?). Purpose keeps you motivated when things get tough. In terms of belief, too little and you give up; too much and complacency may set in.
Options(Unlock Possibilities)
Resist the urge to dive straight into action.
Ask creative questions and brainstorm solutions without judgment to tackle bias (such as authority bias or groupthink).
Tools in this phase ensure every voice is heard and the best ideas rise to the top.
Others(Getting the Right Support)
Goals often fail because we assume others won’t or can’t help.
Clarify what you need from each stakeholder and present compelling reasons for them to get involved.
A well-structured ask can transform “too busy” into “happy to pitch in.”
Organise(Plan and Prioritise)
Evaluate your ideas critically. Which ones make sense? Which are low effort/high impact?
Build out a timeline, address potential obstacles, and decide who owns each task.
Mitigate personal or group bias by considering multiple angles before settling on a course of action.
Delivery(Review and Adapt)
Every plan needs a formal review process to capture lessons and make mid-course corrections.
Ask: Is the goal still relevant? Do we need to stop, pivot, or continue?
Testing your confidence level ensures you’re not pushing ahead with a failing approach.
Ownership(Accountability and Mindset)
Accept accountability rather than blaming circumstances or other people.
This step is about adopting a growth mindset where failures become learning opportunities, not excuses.
Use simple benchmarks to determine whether your current reality is due to genuine challenges or self-imposed limitations.
Why FoooDo Works
FoooDo doesn’t just organise tasks—it addresses the human side of goal execution. Embedding psychology into each phase systematically counters cognitive biases that derail teams. And because it provides a consistent, team-wide “OS,” everyone can plug in their expertise without friction or confusion.
Summary: The Power of a Team OS
In today’s volatile, uncertain, complex, and ambiguous (VUCA) environment, teams are easily side-tracked by shifting priorities and internal politics. A Team OS—like FoooDo—offers:
A stable platform where work gets done effectively.
A familiar approach that reduces cognitive load and confusion.
Built-in adaptability, so you pivot quickly without starting from scratch.
Bias mitigation keeps everyone aligned on the real goal rather than personal agendas.
It frees people up to focus on what truly matters—delivering results without rework, blame games, or second-guessing.
Ready for Your Team OS?
What’s your Team OS, and how is it working for you? If you suspect there could be a better way for you and your team to plan, execute, and learn, we’re here to help. Give us a call or drop us a line, and let’s explore how FoooDo can unlock your team’s full potential.
This article first appeared on Forbes.com on 21st February 2025
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
Ricky shares his five top tips for giving purposeful feedback:
Feedback: Five Top Tips for Purposeful Feedback
Feedback is one of the most critical tools and skills of any manager’s skillset.
In this video, Ricky explores five top tips for managers and leaders and includes a personal example.
Do you lay solid foundations for feedback?
Is feedback a habit?
Is it factual and founded on evidence?
Is it purposeful? Can your people do something with your feedback?
Are you present when giving feedback or distracted?
What do you think?
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Being ready to move on from your current role can be challenging. From not feeling like you have finished what you needed to do in the role to not feeling ready for the next role, changing jobs can be difficult and anxiety-inducing. There is rarely a good time to change roles, with opportunities presenting in manual ways at inappropriate times.
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As part of our series of questions commonly raised in our coaching practice, Ricky and Paul explore the situation that many people find themselves in: doing the things that have always worked for them and finding that, for some reason, this time,, they do not get the outcomes they envisaged.
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In this, another podcast in our series of questions from coaching conversations, Ricky and Graham focus on why some people find it so difficult to give good feedback and how developing your technique around feedback is a vital leadership skill.
From why we find feedback so difficult, through to models and structures to make you better at feedback – if you want to help the people around you be better at what they do, then this podcast is for you.
