A strategic approach developed by Susan Schramm that helps leaders and organizations achieve results faster when driving high-stakes strategies. It combines four success factors: proactively addressing risk, aligning people, communicating clearly, and adapting to surprises.

 See also: DE-RISK SYSTEM FOR IMPACT®, Flywheel
 Pages: 24–25, 61, 100, 107, 146, 161

Defined by Ronald Heifetz, Marty Linsky, and Alexander Grashow, adaptive leadership is the practice of mobilizing people to tackle complex challenges and thrive through uncertainty.

 See also: Transition
 Pages: 180–183

Bringing people together in agreement or alliance to support each other in achieving a shared goal. A key component of effective execution.

 See also: Strategic Positioning, Organizational Silos
 Pages: 103–132

A belief that is accepted as true without proof. Identifying and testing assumptions is key to effective strategy and de-risking.

 See also: Risk, What If Thinking
 Pages: 20, 22, 56–58

Stage 1 of the Decision Makers’ Journey. This is when people first learn about your idea and begin to gain understanding.

 See also: Consider Stage, Decision Makers’ Journey
 Pages: 83-90

Those who benefit from the value you deliver. May include customers, clients, stakeholders, or communities.

 See also: Value Proposition, Creating Value
 Pages: 13, 77

Stage 4 of the Decision Makers’ Journey. This is where trust is reinforced and long-term impact begins.

 See also: Choose Stage
 Pages: 83-90

The visible face of your organization or initiative, shaped by messaging, values, and how others perceive you.

 See also: Positioning
 Pages: 140-154

The structure that defines how your organization creates, delivers, and captures value.

 See also: Creating Value, Delivering Value
 Pages: 80-83

A one-page planning tool developed by Osterwalder and Pigneur to visualize and test business model components.

 See also: Business Model, Strategy
 Pages: 81-82

An external event or condition that alters how we work, live, or interact—whether or not we agree with it. Examples include new tools or processes, regulations, mergers, acquisitions, or entering new markets. Change can happen quickly and is typically imposed from outside.

 See also: Transition
 Pages: 37-38

Stage 3 of the Decision Makers’ Journey. At this point, you help people weigh options and resolve objections.

 See also: Benefit Stage, Decision-Makers’ Journey
 Pages: 86-89

Stage 2 of the Decision Makers’ Journey. Where you help stakeholders assess the problem and its implications.

 See also: Aware Stage, Choose Stage
 Pages: 85-89

The actions necessary to design and prepare products, services, or solutions that meet a meaningful need.

 See also: Delivering Value, Strategy
 Pages: 29, 80

A deliberate and proactive process for identifying, testing, and managing risk in a strategy.

 See also: Risk, Assumption
 Pages: 59–60

A proprietary methodology and set of services developed by Susan Schramm. The system is based on proven principles and designed to help teams identify and manage strategic risks, particularly the people-related aspects of risk to a strategy. These principles and services also help you lead others more confidently.

 See also: ACCELERATION ADVANTAGE™, What If Thinking
 Pages: 59–61, 101

A framework for understanding how individuals move from awareness to action: Aware → Consider → Choose → Benefit.

 See also: each stage, Strategic Messaging
 Pages: 83-90

A communication model developed by Ben and Kelly Decker to help leaders craft audience-centered messages that inspire action. It focuses on four key elements: starting with the listener’s perspective, clearly stating your point of view, offering a specific call to action, and defining the benefit of taking that action.

 See also: Strategic Messaging
 Pages: 139-140

The activities and systems that help your offer reach its intended audience—including communication, service, and delivery.

 See also: Creating Value, Business Model
 Pages: 80-82

What sets you apart in a crowded landscape. It can come from your offering, how you deliver it, who you serve, or the experience you create. Strong differentiation boosts confidence, sharpens messaging, and increases traction.

 See also: Strategic Positioning, Value Proposition, WHY YOU, Strategic Messaging
 Pages: 72-75

A network of public, private, nonprofit, and civic organizations collaborating toward a shared goal or outcome.

 See also: Motivation/Influence Matrix
 Pages: 104, 176-177

A psychological method that helps individuals face fears in manageable doses. Cited as a metaphor for gradually increasing change capacity.

 See also: Resilience
 Pages: 53-54

A metaphor for strategic momentum, built by reinforcing four areas: De-Risking, Aligning, Communicating, and Adapting.

 See also: ACCELERATION ADVANTAGE™
 Pages: 25–27

A core principle of the DE-RISK SYSTEM FOR IMPACT®. It defines the business model and approach used to implement your strategy.

 See also: Clarify WHO, Reconfirm WHY/WHY NOW
 Pages: 64, 80-90

A decision-making tool for prioritizing activities by comparing their strategic impact against the effort required. Also known as the Eisenhower Matrix.

 See also: Alignment
 Pages: 109

Progress through small, intentional steps—even if they’re not perfect. This concept encourages learning and momentum in the face of uncertainty. Inspired by thinkers like James Clear, it helps organizations avoid paralysis and build confidence.

See also: Adaptive Leadership, Minimum Viable Objectives, Resilience
Pages: 168-172

A model developed by Everett Rogers that categorizes people into groups based on how quickly they adopt innovations: innovators, early adopters, early majority, late majority, and laggards.

 See also: Strategic Messaging
 Pages: 33-36

A model co-developed by Susan Schramm and Ana Maria Lowry showing how ecosystems evolve from loose alignment to trust-based high performance.

 See also: Alignment
 Pages: 177–178

A concept adapted from Lean Startup thinking. It means identifying the smallest set of actions that can deliver value and allow you to learn quickly, instead of trying to implement your entire strategy at once.

 See also: Imperfect Action, Assumption
 Pages: 169

A stakeholder mapping tool used to identify which individuals or groups are most likely to act—and most able to make an impact. It helps leaders decide where to focus engagement by assessing these two key variables. Leaders use this matrix to prioritize conversations, build coalitions, and tailor messaging to key roles.

 See also: Stakeholders, Clarify WHO
 Pages: 117-120

A core principle of the DE-RISK SYSTEM FOR IMPACT® focused on building a risk-savvy culture and growing as an adaptive leader. 

 See also: Risk Profiles, Adaptive Leadership
 Pages: 65, 97-101

When groups or departments fail to share goals, information, or processes—leading to friction and inefficiency.

 See also: Alignment
 Pages: 54

A biblical story used to illustrate differing responses to risk—investing boldly vs. playing it safe out of fear.

 See also: Risk
 Pages: 48-50

A proactive exercise that imagines a strategy failing in the future, then works backward to identify what might have caused the failure. This “What If Thinking” technique helps teams surface hidden risks and take early action to avoid disaster.

 See also: What If Thinking, Risk, Assumption
 Pages: 95-96

A foundational strategy concept that defines your identity, audience, purpose, and promise.

 See also: Brand, Value Proposition
 Pages: 140-149

The ability to adapt and move forward through disruption or adversity. Resilience is created by cultivating an adaptive mindset, strengthening emotional regulation, and preparing proactively for change.

 See also: Adaptive Leadership, What If Thinking, Transition
 Pages: 180-182

An uncertainty or unknown that can have either positive or negative impact. Often underestimated in change initiatives.

 See also: Assumption, De-Risk
 Pages: 46–55

Distinct patterns in how individuals, teams, or cultures perceive and respond to risk. Framed by Michele Wucker, the concept highlights how factors like experience, personality, and cultural norms shape what people consider risky or safe. Understanding risk profiles helps leaders anticipate reactions, improve communication, and align diverse stakeholders.

See also: Risk, De-Risking, Assumption
Pages: 49-51

Individuals, groups, or organizations that are affected by or have influence over the success of your strategy. Stakeholders include both internal (e.g., employees, leadership) and external (e.g., customers, funders, regulators, partners) actors. Understanding their motivations and influence helps prioritize engagement and build support.

 See also: Clarify WHO, Motivation/Influence Matrix, Decision Makers’ Journey
 Pages: 76-78

A game plan to achieve a specific goal by aligning people, allocating resources, and defining what makes your approach unique. Effective strategy helps navigate risk, drive action, and adapt to change.

 See also: Strategic Positioning, Risk, Business Model
 Pages: 28-32

Audience-centered communication that translates your positioning into language that resonates with specific groups. It ensures people understand your strategy, what makes you different, and why it matters—so they are prepared to take action.

 See also: Positioning, Decision Makers’ Journey
 Pages: 149-153

A strategic tool for identifying Strengths, Weaknesses, Opportunities, and Threats. In this book, reframed to focus first on strengths to build momentum.

 See also: Risk
 Pages: 175-176

A set of agreements and practices that help people work through uncertainty. More than process—it’s about how people move forward together.

 See also: DE-RISK SYSTEM FOR IMPACT®
 Pages: 62–63

The internal, emotional adaptation that follows external change. A concept central to William Bridges’ work, it is key to sustainable change leadership.

 See also: Adaptive Leadership, Change, Resilience   
 Pages: 37–41

A clear statement of the benefits your offering delivers to a specific audience. It explains why your solution is relevant, how it solves a problem or meets a need, and what makes it unique or better than alternatives. A compelling value proposition helps decision-makers understand your promise and trust your solution.

 See also: Beneficiary, Strategic Positioning, Creating Value
 Pages: 80-82

Originally inspired by Walt Disney and later formalized by Robert Dilts, this technique helps teams consider a strategy or idea from three distinct perspectives: the Dreamer (who generates bold ideas), the Realist (who figures out how to implement them), and the Critic (who anticipates what might go wrong). This method helps teams explore options, anticipate risk, and strengthen alignment.

 See also: What If Thinking, Assumption, Alignment
 Pages: 113-115

A core principle of the DE-RISK SYSTEM FOR IMPACT®. A method to challenge assumptions and imagine alternative scenarios. Builds flexibility and insight.

 See also: Assumption, Risk
 Pages: 91-96

A core principle of the DE-RISK SYSTEM FOR IMPACT®. Defines the individuals or groups who must take action for a strategy to succeed.

 See also: Stakeholders, Decision Makers’ Journey
 Pages: 76-79

A core principle of the DE-RISK SYSTEM FOR IMPACT®. Re-clarifies the core purpose, belief, or reason your initiative exists. One of the “5 Whys” in strategy.

 See also: WHY NOW, WHY YOU
 Pages: 67-71

A strategic reflection tool to help teams evaluate how well their current “why” will endure over time. Unlike the “WHY/WHY NOW” formula, which defines today’s purpose and urgency, the “Why Later” exercise helps future-proof your strategy by imagining how your “why” might evolve as markets, needs, and contexts shift. It supports adaptive leadership by building resilience and curiosity.

See also: Reconfirm WHY/WHY NOW, Adaptive Leadership
Pages: 166–167

A core principle of the DE-RISK SYSTEM FOR IMPACT®. Explains the urgency and consequences of inaction. Builds momentum.

 See also: Strategy
 Pages: 67-71

 A core principle of the DE-RISK SYSTEM FOR IMPACT®.  Articulates your unique positioning and qualifications. Helps audiences understand why they should trust you.

 See also: Differentiation, Strategic Messaging
 Pages: 72-75