Pick one “rule” your team follows that nobody has questioned in a while. Ask: “What if the opposite were true?” See where the conversation goes.
Small, doable experiments you can run in the next 30 seconds to stretch a skill.
Get a random reflection prompt, a quick action to try today, or a "this or that" dilemma to see how you compare to others. Each one takes 30 seconds and is based on the i2 skills framework.
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Pick one “rule” your team follows that nobody has questioned in a while. Ask: “What if the opposite were true?” See where the conversation goes.
In a group conversation, choose to be the person who connects other people’s ideas. Say things like: “That builds on what Sarah said earlier — what if we combined them?”
In your next meeting, try speaking 30% less than usual. Use that space to actively listen. After the meeting, ask yourself: did the conversation go better or worse?
Identify someone on your team whose background or thinking style is very different from yours. Ask for their honest opinion on something you’re working on. Don’t filter — just absorb.
When you feel the urge to tidy up ambiguous data or force a conclusion, stop. Write down what you don’t know yet. Carry that list for 24 hours before trying to resolve it.
Take the problem you’re currently solving and reframe it starting with a different “How might we…” question. Does the new framing open up different solutions?
Set a 5-minute timer and write down every idea you can think of for a current challenge — no judging, no editing, no “that’s impossible.” Quantity over quality. Review the list tomorrow.
Pick one assumption you’re making about your users, customers, or audience. Write down what data would prove it wrong. Now figure out how to get that data this week.
Reframe your best idea as a hypothesis: “We believe that [X] will result in [Y] for [Z].” Does it still feel as certain when you write it that way?
Review recent feedback, data, or results. Find one thing that surprised you — and instead of explaining it away, spend 15 minutes exploring why it happened.