Oh, hello… we weren’t expecting to see you here, to be honest!
You’re probably looking for our resource library.
The ‘directly responsible individual’ – or DRI – explained
If something important needs to get done, make sure a specific person is responsible for it.
The TOWS matrix, explained
Turn your SWOT analysis into tangible strategic options, using the TOWS matrix to guide your brainstorm.
The SWOT analysis, explained
Learn to capture your strengths and weaknesses, and identify opportunities and threats, as a foundation to you strategy.
What are the 5 P’s for strategy?
Is your strategy a plan, ploy, pattern, position, or perspective – or maybe all of the above? Understand this key framework to sharpen your strategic skills.
What is psychological safety?
The right safety gear can enable climbers to take on more intimidating ascents – psychological safety empowers staff to take on important and challenging work.
The change curve, explained
Learn how the Kubler-Ross change curve, originally conceived to characterise grief, can help managers lead change at their organisation.
Using ‘Ikigai’ to reflect on your work
Discover the meaning of Ikigai, how your work sits on the Ikigai chart – and how to pronounce it, of course!
The Johari window, explained
Take a look through this window and you might just increase your self-awareness.
Navigating the ‘comfort, stretch, and panic zones’ at work
We learn best when we step outside of our comfort zone – but whatever you do, don’t panic!
VUCA: volatility, uncertainty, complexity & ambiguity
How to get work done – and lead a team – when things are ever-so-slightly confusing (i.e. always)
Maslow’s hierarchy of needs, explained
A classic psychological, motivational theory of five core needs that drive human behaviour.
Big Hairy Audacious Goals, explained
Are you brave enough for a BHAG? Discover the theory of aiming for the almost-impossible
The SCAMPER creativity model, explained
Brainstorm creative solutions by substituting, combining, adapting, modifying, putting to alternative use, eliminating and reversing.
The Thomas-Kilmann Conflict Model, explained
Are you collaborating, competing, compromising, accommodating or avoiding?
Honey & Mumford’s learning styles, explained
Do you like to get stuck in, or do your research first? Discover your dominant learning style and how this concept can help at work.
The Blake and Mouton Managerial Grid, explained
Do you really have to choose between caring about people and caring about results? This theory says: no!
The SCARF model of social threat & reward
The SCARF model by David Rock uses neuroscience to identify five drivers of emotional wellbeing, which provoke a reaction when threatened.
Take a look at a problem from all sides with the Six Thinking Hats technique
An classic method to explore issues from six key perspectives.
SMART goals: a guide to setting goals that matter
Learn to set concrete, tangible goals that motivate others, using the SMART framework.
Does your team have the five factors of team effectiveness?
The five factors that make great teams tick, according to Richard Hackman.