Method guide · Work with a structured grid
Leadership Launch
Make leaders' implicit arrangements for time, decisions, conduct, and communication explicit after organisational change.
- People
- 3–15
- Base procedure time
- 120 minutes
- Recording
- Shared record
Purpose: Build working relationships; Make a decision.
English guide
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How this method works
A method for several leaders to rearrange time allocation, decision-making, norms, and communication channels. Use it when organisational restructuring or a move to working from home has disrupted implicit divisions of responsibility between leaders, leaving priorities and approvals to individual judgement. Compare how each person uses time, separate levels of decision authority, and check what supports motivation before aligning norms, so previously implicit ways of working become explicit. The outputs are an agreement on time allocation, decision levels, norms of conduct, and communication channels with named owners. It is not suitable on its own where trust between leaders has seriously broken down or some members cannot participate.
Phase schedule
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- Bring assumptions together0–15 minutes from the start (15 minutes)
Action: Bring. Participation: Everyone.
Recording not separately specified for this phase
- Review time allocation15–45 minutes from the start (30 minutes)
Action: Review. Participation: Everyone.
Shared record
- Separate decision levels45–75 minutes from the start (30 minutes)
Action: Separate. Participation: Everyone.
Shared record
- Align norms of conduct75–105 minutes from the start (30 minutes)
Action: Align. Participation: Everyone.
Shared record
- Assign channels and owners105–120 minutes from the start (15 minutes)
Action: Assign. Participation: Everyone.
Shared record
Facilitation steps
- For 15 minutes, bring together the reason for convening, each person's role, and the observations they brought.
- For 30 minutes, compare current uses of time with the desired allocation and review the gaps.
- For 30 minutes, separate everyday decisions into three levels: individual discretion, consultation, and agreement by everyone.
- For 30 minutes, identify factors that strengthen motivation and write them together as shared norms of conduct.
- For 15 minutes, decide which communication channels to use and the time allowed for a response, and leave a written record of the owner of the next step.
If something changes
If
While reviewing time allocation, actual and desired uses differ in 3 or more areas.
Then
Choose only the one area with the largest gap there and then, and carry the rest over to the next meeting's agenda.
If
When separating decision levels, the same matter is listed under both individual discretion and agreement by everyone.
Then
Count the people affected by that matter, move it towards the level with the larger number, and record it.
If
By the stage of aligning norms of conduct, not a single shared norm can be agreed.
Then
Put norms that can be agreed on hold, and first decide just one behaviour everyone wants to avoid.
Preparation
Materials
- One personal time-allocation note per person, completed in advance
- About 5 decision-item cards per person
- One large sheet for norms of conduct, A2 or larger
- One dark writing implement per person
Room and setup
- One round table or U-shaped seating arrangement with seats for everyone
- One wall surface displaying the large sheet where everyone can see it
Adjust for people and time
Do not run this with fewer than 3 people, because agreement on decision levels would be biased towards a single perspective. Near 15 people, too many matters can accumulate at the everyone-agrees level to process. With more than 10 people, first develop proposals for time allocation and norms in groups of 3–5 and then bring them together; do the separation of decision levels with everyone present.
Safety and non-applicable situations
This is not a stand-alone method where trust between leaders has seriously broken down or members cannot participate. Separate individual discretion, consultation, and agreement by everyone rather than assuming that all decisions have the same authority requirements.
Historical translation and source notes
These original notes are retained verbatim with their fixed source versions. This historical label does not resolve a source-specific concern or establish current acceptance.
- The second branch says to count people affected and use the level with the larger number, but does not explain how a separate count is assigned to each competing level. The wording is preserved without inventing an authority rule.
- The third branch condition says no shared norm can be agreed, but its action literally puts norms that can be agreed on hold. The source wording is preserved rather than silently reversing it.
Manuscript's recorded references
These translate the original manuscript's source and rights claims. They remain separate from any current-page notice below; they do not establish new verification.
- Operational_Excellence_CoOp: Leadership Launch
https://openpracticelibrary.com/practice/leadership-launch/
Adaptation under CC BY 4.0; changes made
- CC BY 4.0
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Credits on the checked source page
- Named contributors on the source page: Operational_Excellence_CoOp
- Contributors listed in the official practice source (repository handles): @operationalX
Source page checked on 2026-10-17: Leadership Launch.
Source lineage
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Diagram, print, and video language
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Editorial provenance
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