The full index
Frameworks
Every named framework pulled from the show — searchable, filterable, and structured down to the steps, examples, and mistakes.
21 frameworks
The Working With Me Document
Write a user manual to yourself so new colleagues skip months of guesswork.
Victim Versus Player
Diagnose whether someone takes agency, then coach them across the line with one question.
Blind Idea Testing
Strip authorship off every option so the best idea wins instead of the loudest ego
Proximal Responsibility
Take responsibility at the most local level you are competent at, then expand only if you dare.
Relational Empowerment and Loving Power
I was weak, now I'm strong, go screw yourself is only half a revolution — the other half is: now what could I give you to help you do that for me?
Split the Problem Meeting from the Solution Meeting
Never let the first plausible problem statement become the thing your team solves
Pushers and Pullers
Sort your top talent into two archetypes and coach each against its own failure mode.
Full Respect Living
Fight the position, keep the person — you do not have to dehumanise someone in order to oppose them.
Your Religion Is In Your Actions
Let people notice how you behave rather than telling them what you believe.
Status Quo Off the Table
Open every problem meeting by banning the option of changing nothing.
The Equal Partnership
Divide the pie evenly and the emergent behaviours — voice, candour, rooting for each other — follow.
Reference-Check Pin-Down Questions
Force a ranking and a manager's-eye answer to get honest signal from cautious referees.
The Board as Un-hireable Co-Founders
Valuation is temporary, control is forever — pick board members deliberately
The False Proxy Audit
Stop measuring the easy signal and measure the thing you actually want
Ask a Question Instead of Giving the Answer
Make it a rule: as the senior person, you ask first and answer last.
Know Your Role in Every Meeting
Decide before the meeting whether you are approver, consulted, informed, or sounding board
Lead by Sharing Context, Not Control
When you are no longer the expert, add value with context so the team decides better
Two-Year Missions (Tours of Duty)
Reframe every role as a two-year mission, then re-choose it deliberately
Values Must Be Disagreeable and Cost Something
A useful value is one a good company could reasonably reject, and requires a tradeoff
Grant Permission, Don't Steer
Give the person you influence blessing and a standard instead of a pragmatic redirect
Protect Cohesion Over External Noise
An aligned team survives almost anything; internal fracture is the only real threat