47 canvases and 5 clarity statements — the instruments that turn twelve questions into a business plan, and a business plan into the operating plan that runs it. Browse the whole catalogue freely; the canvases themselves open with a free account.
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**Organizational Assessment**: Understanding current leadership stage and requirements
Separate what must never change in a leader from what must — character and values beneath, skills and systems above.
Name the stage you're in — and the predictable wall waiting at the edge of it.
Move an idea from 'wouldn't it be good if' to something the business actually did.
The five convictions the method rests on — each one settles an argument that otherwise recurs forever.
**Diagnosing failed change initiatives**: When a behavior change program didn't stick, ask which deeper layer was never addressed. The answer is usually L3 (beliefs) or L4 (values).
Tell leading and managing apart — and stop spending your best energy on the wrong one.
Assemble the answers to the seven leadership questions into the business plan they were always adding up to.
The 7 Questions of Leadership
Organizational Planning: Annual planning cycles and strategic reviews
Put words to the world you're trying to build — before you ask anyone to help you build it.
Get honest about the market you're really in — not the one on the pitch deck.
Describe the customer you're built for so precisely you'd recognise them in a room.
Decide what you're actually betting on — and what you're choosing not to do.
Sum up how the business actually works in one line the whole team can repeat.
Established businesses with clear value propositions and customer segments needing to document or refine their model
After completing a canvas (Business Model Canvas, Lean Canvas, or Reinvent Your Business Model)
Say why a customer should choose you in one sentence that's actually true.
Early-stage startups with unvalidated business models
Pressure-test how you make money — before the market does it for you.
Design what it is like to be your customer, end to end — not just what you sell them.
Walk the path your customer actually takes — including the parts that quietly cost you them.
Decide what you promise every customer — and what it takes to keep it.
Design what it is like to work here, deliberately, instead of leaving it to chance.
Map the employee journey the way you'd map a customer's — because it shapes everything they touch.
Make the promise to your people explicit — and worth keeping.
Name the forces actually shaping your culture — most of them aren't on the values poster.
Understand the people you're leading as clearly as the customers you're selling to.
Say why a great person should work here — and keep working here.
Turn values into the specific behaviours people can actually be held to.
New Role Creation: Building comprehensive descriptions for new positions within employee experience design
Name the few things that matter this year, and what you are deliberately not doing.
The five questions of management — plan, roles, goals, meetings and data — and how they hold a business together once it is bigger than one person.
Turn strategy into the one-page plan your team actually runs on.
Map who owns what, so accountability stops being a conversation about effort.
Set goals that tell you whether you are winning, not just whether you are busy.
Design the operating rhythm — the meetings that move the business, and no others.
Before any meeting you are responsible for
Choose the few numbers that tell you the truth about the business early.
Every skill and system a team needs at each stage of its curve — the reference behind the Team Leadership Curves.
Assessing your current Sales team capabilities
Assessing your current Marketing team capabilities
See where your service team actually sits on the climb, and what the next stage will ask of it.
Assessing your current Finance team capabilities
Assessing your current IT team capabilities
People & Culture Team Leadership Curve
Plan the year for sales — the number, where it comes from, and the activity that has to happen to reach it.
Plan the year for marketing — who you are trying to reach, with what, and how you will know it worked.
Plan the year for the service function — what customers should experience after they buy, and who owns making it true.
Plan the year for the finance function — the numbers you are committing to, and what has to be true for them to happen.
Plan the year for technology — what you will build, buy and retire, and what the business gets for it.
Plan the year for the people function — who you need, what they need from you, and how the culture gets built on purpose.