Leadership in Practice
Map who a project affects, not only who can approve it
A stakeholder map should include the people who live with a project’s effects, not only its approvers. Use a simple service-change example to find omissions.
LEADERSHIP · TEAMS · CHANGE
Make the work easier to understand.
Practical notes on leading a team, sharing responsibility and turning a discussion into a decision people can use.
Record the next decision →
Notes for the working week
Browse articles →
Leadership Development
A mentor can advise you while a sponsor advocates for an opportunity
Mentoring offers advice and development; sponsorship adds advocacy for opportunities. Clarify which kind of support a career conversation is asking for.
Team Learning
Start an incident review with a shared timeline before assigning explanations
Build a shared incident timeline from evidence before deciding causes, then turn the review into owned actions with clear checks.
People & Leadership
Give upward feedback about an observable decision, not a manager’s personality
Make feedback to a manager more useful by describing an observable decision, its work impact and a specific request for the next situation.
Project Leadership
When a project is cancelled, tell the team which work must still be closed
Cancelling a project does not automatically close its orders, access and obligations. Give the team a short, explicit plan for the remaining work.
Project Decisions
An Escalation Threshold Should Be Clear Before a Project Turns Red
Define when a project issue needs escalation, who receives it and what information helps them make a decision.