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What do you want to fix first?

Start with the question you came with. Each one gathers the pieces of the method that answer it, in the order to read them.

New here? Start with these four steps.

01
See where you are
About five minutes with the free diagnostic places your business on the Leadership Curve and names the one constraint holding back the next stage.
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02
Learn the map
The Leadership Curve, the four elements and the 12 Questions: the whole method on one page.
Read the framework →
03
Build your business plan
Answer the 7 Questions of Leadership, one canvas at a time, and assemble them into the plan they add up to.
Open the business plan →
04
Run it
The 5 Questions of Management turn the plan into a rhythm: roles, goals, meetings and the numbers that steer it.
Open the operating plan →

Where is my business on the Curve?

Every business climbs the same six stages, and each stage asks a different question of its leader. Find yours first: the work that earned the last stage will not earn the next.

Start hereThe free business diagnosticPlace your business on the Curve in about five minutes.DictionaryThe Resolute Leadership CurveThe six stages every organisation climbs: Idea, Identity, Calibrate, Maturity, Mastery, Initiate.CanvasThe Stages of GrowthThe six stages every organisation climbs — and the predictable wall waiting at the edge of the one you are in.ArticleWhy most businesses stall as they scaleWhy most businesses stall at the same stage of growth — Calibrate — when what worked with the founder in every room breaks once they step away.

How do I get out of the driver's seat?

A business that depends on its founder for every decision has a management gap, not a work-ethic problem. The 5 Questions of Management build the plan, roles, goals, meetings and data that run it without you.

DictionaryThe 5 Questions of ManagementThe five management questions of the Resolute method. Executing the present — taking the current plan and delivering the outcomes.DictionaryLead people; manage thingsLeadership and management are different crafts.CanvasThe Role CanvasMap who owns which outcome, so accountability stops being a conversation about effort.ArticleHow to run a leadership meeting that solves problemsHow to run a leadership team meeting that produces decisions, not status updates — the cadence, the agenda, and the one test, the Resolute way.

How do I write a business plan my team will actually use?

A plan people use is short, written in their words, and answers seven questions in order, from vision to goals. Each question gets a canvas to open it up and a Clarity Statement to close it down.

DictionaryThe 7 Questions of LeadershipThe seven leadership questions of the Resolute method. Creating change — refining the core of the organisation toward a better future state.Canvas7 Questions Business Plan TemplateAssemble the answers to the seven leadership questions into the business plan they were always adding up to.ArticleWriting a vision statement a team can actually useHow to write a vision and purpose short enough to remember and sharp enough to steer by — with the Vision Canvas, the Resolute way.ArticleCanvases and Clarity Statements: wide, then narrowA Resolute canvas opens a hard question with divergent thinking; a Clarity Statement closes it with convergent thinking. How the pair works, and how to run it.

We've hit a wall. How do we grow past it?

Growth stalls at predictable places, most often at Calibrate, when new people, skills and systems stop cohering. The wall is usually the leader's way of working, not the market.

DictionaryCalibrate (stage)Calibrate is where the business adds people, skills and systems — and discovers whether they cohere or fragment.CanvasGrowth Tension: Leadership vs ManagementWhy there are twelve questions and not one set — leading toward the future while managing the present, and what happens when you overplay either.CanvasThe Transformation IcebergWhy change does not stick, and which level to work at so that it does — the four layers beneath a visible activity, from patterns down to values.ArticleResolute vs charismatic leadership: what scalesCharismatic and resolute leadership are not opposites. Charisma is a trait; resolute leadership is a practice that leaves leaders behind. Here's the difference.

We're busy but not moving. What do we focus on?

Busy without progress is a focus problem: too many priorities, none of them owned. Pick the one, two or three things that will actually move the business this year, and give each an owner.

DictionaryFocus & Strategic GoalsLeadership question 7 of the Resolute method: What are the one, two or three things that, if delivered this quarter or half, will shift the needle on the business?CanvasThe Strategic Priorities CanvasName the few things that matter this year, and what you are deliberately not doing.DictionaryGoals & OutcomesManagement question 3 of the Resolute method: What goals must each role achieve this quarter, half or year?CanvasThe Goal CanvasSet goals you can answer yes or no to on the last day of the quarter.

How do I build a culture that holds as we grow?

Culture is the leaders' character, multiplied. Name the values you actually live, then design the journey a talented person takes to join and stay.

DictionaryValuesWhat you stand for: how you believe people ought to behave — the standard you decide by.ArticleValues reveal character, character scales cultureThe third Resolute principle explained: the values you act on show your character, and your character is what your culture copies as the business grows.DictionaryEmployee ExperienceLeadership question 6 of the Resolute method: What is our employee's experience, how do we acquire, retain and grow talent through our journey and promise, and what improvements need to be made?CanvasThe EX: Journey CanvasMap the employee journey the way you'd map a customer's — because it shapes everything they touch.

The Resolute Dictionary

Every term in the method, defined on its own page: the six stages, the 12 Questions, the four elements, the principles.

The library

Every canvas and Clarity Statement in the method, by book and section.

All articles

The thinking behind the method, written from the seat.