Mehdi Nejadrasouli
FA
Menu

Make a decision. See what follows.

Leadership Games

Fictional situations for exploring management decisions: incomplete information, limited time and people with different priorities. Each game has explicit goals and criteria. Scores describe the exercise, not your personality.

Game one · target 5–10 minutes

Difficult Conversation

Two missed deadlines, a waiting Product team and an incomplete picture. Play a Monday shaped by your decisions and their consequences.

Leadership problem: Missed deadlines and incomplete information force a leader to balance candour, listening and timely action.

Who it is for: Team leads, project leaders and managers facing a difficult performance conversation.

What you practise: Framing the issue, asking before judging, clarifying expectations and choosing a next step.

Learning limitations: A fictional learning scenario, not a personality test, competency assessment or prediction of a colleague's response.

Play the game
Related expert essay

Game two · target 5–10 minutes

Delegation Challenge

When you delegate work, who keeps decision authority and responsibility for following through?

Leadership problem: Delegating tasks without decision rights, review points and accountability can leave the manager doing the work again.

Who it is for: New managers, middle managers and team leaders facing bottlenecked decisions.

What you practise: Separating tasks from authority and accountability, setting check-ins and deciding when to intervene.

Learning limitations: The game does not measure a stable leadership style or real-world delegation readiness; workplace context matters.

Play the game
Related expert essay

Game three · target 5–10 minutes

Becoming a Manager

In a new role, how do you choose between doing the work yourself and helping your team do it?

Leadership problem: After promotion, success shifts from doing the work personally to enabling others to perform.

Who it is for: First-time managers, newly promoted specialists and leaders moving from expertise to management.

What you practise: Reframing the role, prioritising, clarifying expectations and supporting team autonomy.

Learning limitations: This exercise does not replace real feedback, performance assessment, mentoring or professional coaching.

Play the game
Related expert essay

The situations draw on questions explored in the essays. Characters and consequences are fictional; their reactions do not predict how real people will behave.