Benjamin Lawrie · Resources

Tools for people who'd rather move the hippo.

Practical, free and deliberately short. Diagnostics, templates and conversation scripts drawn from Like Putting Roller Skates on a Hippo and Lead Like Nobody's Watching, plus a few extra tools I use myself.

Use everything online with no sign-up. Nothing you type into the tools is stored or sent anywhere. Want the printable PDF or the team activity? Join the list.

Interactive · 5 minutes

The Hippo Diagnostic

Twenty questions to ask at the start of any change programme, or about the one you're in now. Be honest: the point isn't to pass, it's to find the gaps. Score each question on whether you could give a clear answer.

0 / 20 answered

Your score

Quick reference

The Skate Spotter's Field Guide

Four ways organisations look busy without moving the real problem. Find the one in your meeting.

Chapter 1

Committee skates

What they look like
Large steering groups, approval loops that span weeks, RACI matrices with more columns than rows.
The tell
Ask who is accountable for the outcome. If the answer is a group, or takes more than ten seconds, the skates are on.
The antidote
One accountable owner. The smallest possible steering group. A decision-latency limit that's actually enforced.
Chapter 2

Initiative skates

What they look like
A portfolio no one can summarise, launch events with falling attendance, polite participation and private scepticism.
The tell
Ask someone with five years' service which programmes made a lasting difference. If they struggle past two, the graveyard is full.
The antidote
Close what isn't working, openly and with respect. Land what's live before launching the next.
Chapter 3

Label skates

What they look like
New frameworks on unchanged processes. Transformation language that doesn't match daily reality.
The tell
What would make it impossible to behave the old way, even if people wanted to? If the answer is mindset and messaging, the label changed and the tin didn't.
The antidote
Change incentives, defaults and what gets measured. Then revisit the language.
Chapter 4

Silence skates

What they look like
Uniformly positive programme boards. Retrospectives where nobody says anything difficult.
The tell
Find the person who said least in the last big meeting. Ask what they'd have said if they felt completely free to.
The antidote
Private channels for honest feedback. Receive bad news with curiosity. Protect the people who say the difficult thing.

Templates · copy, paste, adapt

The Toolkit

Seven working templates. Open one, hit copy, paste it into your own document. Use as much or as little as helps.

Chapters 9 and 11

Say the thing

The methodology is the easy part. The conversations are where it lives or dies. Lines that tend to work, and what to avoid.

From Lead Like Nobody's Watching

The Leadership Lens worksheet

Every chapter in the book follows the same four steps: the character, the amplified pattern, the real-world mechanism, the application. Use them on any leader, fictional or real, from a series you love to someone in your own building.

Who are you looking at, and what is the one moment that defines how they lead?

Fiction turns the volume up. What behaviour is being exaggerated, for good or ill?

Strip away the drama. What actually happens in real teams that this pattern represents?

What will you do differently on Monday? One action, one person, one meeting.

The books behind the tools

Go deeper

The tools are the short version. The books carry the argument.

Like Putting Roller Skates on a Hippo

Why organisational change fails, and what to do instead. Twenty-five years leading technology transformation in UK financial services, distilled into the patterns behind change efforts that stall.

Lead Like Nobody's Watching

What eighteen fictional leaders reveal about managing real people: the exemplars and the cautionary tales, from Ted Lasso to Logan Roy, tied back to real teams.

Free, and occasional

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  • The Hippo Hunt team activity. A 45-minute facilitation guide for spotting what is really blocking your change programme.
  • News on new books and the odd useful idea. A couple of emails a month at most.
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