[{"data":1,"prerenderedAt":3399},["ShallowReactive",2],{"templates":3,"template-authors":2729,"template-series":3182},[4,31,52,74,96,117,138,157,178,198,219,238,257,277,297,313,329,349,370,391,409,426,445,462,481,500,517,532,553,571,588,607,625,645,663,680,696,712,731,749,769,787,804,819,838,858,875,893,911,926,942,956,971,989,1007,1027,1044,1060,1076,1094,1114,1132,1151,1167,1180,1195,1209,1226,1242,1259,1272,1285,1301,1320,1339,1356,1373,1393,1411,1427,1444,1462,1479,1497,1515,1526,1544,1558,1574,1591,1608,1625,1643,1661,1678,1693,1710,1727,1743,1761,1778,1795,1814,1827,1845,1860,1877,1894,1912,1927,1947,1965,1982,2000,2015,2029,2043,2058,2074,2089,2105,2121,2138,2156,2167,2183,2198,2213,2230,2247,2266,2285,2302,2319,2337,2355,2371,2388,2404,2421,2438,2455,2472,2490,2508,2525,2541,2558,2577,2592,2609,2627,2643,2657,2672,2691,2710],{"_id":5,"status":6,"version":7,"createdDate":8,"createdUserId":9,"updatedUserId":10,"updatedDate":11,"name":12,"slug":13,"description":14,"instructions":15,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":17,"flightName":18,"flightDescription":19,"templateAuthorId":20,"questions":21,"insights":24,"categories":27},"603005233bfbaf00015a7b24","active",8,"2021-02-19T18:36:19.000Z","5bbd56aac5fcef0001dd18a6","system-migration","2026-06-16T18:36:48.888Z","Identify Company Values","identifying-company-values","Values are at the core of a high-performance culture and are an essential, guiding force that help your company grow. Use this flight plan to help determine a unique set of core values that supports the vision and decision-making processes of your organization.","Run this flight plan company-wide.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/alex-plan-hero.png","Everything from our hiring process to our weekly, all-hands meeting reiterates our company values.","Identifying Company Values","Values are at the core of a high-performance culture and are an essential, guiding force that help our company grow. Use this flight plan to reflect on the core values that you believe our organization should embody.","603001913bfbaf00015a7b23",[22,23,23,23,23,23,23],"What’s important to us?","",[25,26],"Company alignment on why and how decisions are made","Realistic, meaningful values that are important to employees across the organization",[28,29,30],"Decision-Making","Diversity, Equity, + Inclusion","Employee Experience",{"_id":32,"status":6,"version":7,"createdDate":33,"createdUserId":9,"updatedUserId":10,"updatedDate":34,"name":35,"slug":36,"description":37,"instructions":38,"heroImageUrl":39,"thumbnailUrl":39,"authorQuote":40,"flightName":41,"flightDescription":42,"templateAuthorId":43,"questions":44,"insights":46,"categories":49},"603025da3bfbaf00015a7b46","2021-02-19T20:55:54.000Z","2026-06-16T18:36:48.980Z","Build and Learn From Past Success and Failures","building-on-past-success","The reception of your current work is never based on your current work alone. It’s also influenced by previous projects, work, and experiences of the organization, team, and individuals involved. Therefore, the past should influence how you communicate its value, benefits, and expected outcomes. Use this flight to reflect on the high-level catalysts for past failures and successes—both your own and others’—so you can understand if and how to avoid or repeat those strategies.","Run this flight plan with your team to understand the big-picture catalysts for past failures and successes.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/christine-plan-hero.png","Finding out what happened in the past is really important so you don’t make the same mistakes as someone did a year ago, but it’s just as important to consider how things have changed since.","Building on Past Success and Learning From Past Failures","The reception of our current work is never based on our current work alone. It’s also influenced by previous projects, work, and experiences of the organization, team, and individuals involved. Therefore, the past should influence how we communicate its value, benefits, and expected outcomes. Use this flight to reflect on the high-level catalysts for past failures and successes—both your own and others’—so we can understand if and how to avoid or repeat those strategies.","603025213bfbaf00015a7b44",[45,23,23,23,23],"Do you see patterns in our team’s successes? If so, describe them.",[47,48],"Notable patterns and tendencies of your team","Ideas for updated strategies",[50,51],"Project Management","Strategy",{"_id":53,"status":6,"version":7,"createdDate":54,"createdUserId":9,"updatedUserId":10,"updatedDate":55,"name":56,"slug":57,"description":58,"instructions":59,"heroImageUrl":60,"thumbnailUrl":60,"authorQuote":61,"flightName":62,"flightDescription":63,"templateAuthorId":64,"questions":65,"insights":67,"categories":71},"603333803bfbaf00015a7b57","2021-02-22T04:30:56.000Z","2026-06-16T18:36:49.070Z","Prepare and Empower Employees","empowering-employees","As a leader, delegation is an essential part of your role, especially during a crisis. Great leaders will bolster confidence and sharp decision-making instincts within their team members, so when hard times hit, they can execute the groundwork while you focus on the future. Use this flight to prepare for a crisis before it arrives and identify and empower employees that are ready to step up when you need them.","Run this flight with your entire company to identify and empower employees that are ready to step up when you need them.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/richard-plan-hero.png","A good leader gets people to believe in them, but a great leader gets people to believe in themselves. That's what I always tried to do. Get the folks to believe that they were capable and empowered to do the job that we asked them to do.","Preparing and Empowering Employees","In this flight, you can let leadership know how the company may be ill-prepared for an unexpected turn of events, help them identify team members with leadership potential, and let them know if you are ready to take on more responsibility.","60332fd43bfbaf00015a7b54",[66,23,23,23,23],"In what ways are we—or are we not—prepared should a crisis come along? ",[68,69,70],"Anticipate issues and gaps before crises arise","Identify employees with leadership potential","Assess how trusted and supported your team members feel",[72,73],"Leadership","Crisis Management",{"_id":75,"status":6,"version":7,"createdDate":76,"createdUserId":9,"updatedUserId":10,"updatedDate":77,"name":78,"slug":79,"description":80,"instructions":81,"heroImageUrl":82,"thumbnailUrl":82,"authorQuote":83,"flightName":84,"flightDescription":85,"templateAuthorId":86,"questions":87,"insights":89,"categories":93},"6033e2a83bfbaf00015a7b5c","2021-02-22T16:58:16.000Z","2026-06-16T18:36:49.156Z","Advance Your Level of Autonomy: Level 2 to 3","advancing-autonomy-level-2","Based on Matt’s \u003Ca href='https://cdn.balloon.app/distributed-levels-matt-mullenweg-2x-scaled.jpeg' target=\"_blank\"> framework \u003C/a>, your company is currently at level 2 of autonomy, so you are likely trying to recreate your on-site workflows in your new remote setting. This is not a sustainable strategy, so this flight will help you identify opportunities for asynchronous work that will reduce distractions, increase productivity, and push your company to level 3.","If the results from the Determining Your Distributed Work Level of Autonomy flight placed you in level 2, run this flight company-wide to advance to level 3.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/matt-plan-hero.png","If you could be truly asynchronous and tap into a global talent pool, you might have capabilities that no in-office competitor can match.","Advancing Our Level of Autonomy: Level 2 to Level 3","Based on Matt’s framework, our company is currently at level 2 of autonomy. Recreating on-site workflows in our new remote setting is an unsustainable strategy, so this flight will help us identify opportunities for asynchronous work that will reduce distractions, increase productivity, and push our company to level 3.","6033dfc73bfbaf00015a7b59",[88,23,23,23,23,23],"How does working from home increase or decrease the amount of interruptions in your work day? If it has increased, how have you dealt with the change?",[90,91,92],"New practices and processes to implement to advance to the level 3 of Matt’s framework","Ideas to streamline and improve asynchronous workflows","Opportunities to increase productivity and reduce distractions",[30,94,95],"Productivity","Distributed, Hybrid, + Remote Work",{"_id":97,"status":6,"version":7,"createdDate":98,"createdUserId":9,"updatedUserId":10,"updatedDate":99,"name":100,"slug":101,"description":102,"instructions":103,"heroImageUrl":104,"thumbnailUrl":104,"authorQuote":105,"flightName":106,"flightDescription":107,"templateAuthorId":108,"questions":109,"insights":111,"categories":115},"6033f65c3bfbaf00015a7b6e","2021-02-22T18:22:20.000Z","2026-06-16T18:36:49.241Z","Contextualize the Landscape","contextualizing-the-landscape","No company exists in a vacuum, and understanding the context in which your business operates is key to its success. To contextualize the landscape, Terry created a framework that pressure-tests businesses in four key areas: customers, technology, competition, and public policy. This flight follows this framework, giving you a new perspective on the space in which your company currently operates and can potentially expand. ","Run this flight with your entire team to pressure-test your business.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/terry-plan-hero.png","Frameworks that align everybody on the vision of your company creates a common way of looking at the world around you, which makes driving that strategic direction much easier. When everybody is looking at the world differently, you’re going to get muddled responses.","Contextualizing the Landscape ","No company exists in a vacuum, and understanding the context in which our business operates is key to its success. To contextualize externalities, Terry created a framework that pressure-tests businesses in four key areas: consumer, technology, competition, and public policy. This flight follows this framework, which will give us a new perspective on the space in which our company currently operates and can potentially expand. ","6033f4be3bfbaf00015a7b6d",[110,23,23,23],"What do consumers want and how is this changing? Who are the target users and how will they age into their spending power?",[112,113,114],"Assessment of external factors in the marketplace","Constructive comparisons to your market competition","Alignment on most important issues to address moving forward",[72,116,51],"Innovation",{"_id":118,"status":6,"version":7,"createdDate":119,"createdUserId":9,"updatedUserId":10,"updatedDate":120,"name":121,"slug":122,"description":123,"instructions":124,"heroImageUrl":125,"thumbnailUrl":125,"authorQuote":126,"flightName":127,"flightDescription":128,"templateAuthorId":129,"questions":130,"insights":132,"categories":135},"6033fb743bfbaf00015a7b74","2021-02-22T18:44:04.000Z","2026-06-16T18:36:49.325Z","Talk About the Turd on the Table","turd-on-the-table","It’s not uncommon for an organization to have a so-called “turd on the table”: that unpleasant but significant topic that most people would just prefer to avoid (and pretend that it’s a brownie, instead of what everyone really sees). The actual subject matter can take many forms, from toxic culture to financial improprieties to external industry shifts. Whatever the topic, addressing it directly is imperative for your company’s growth. This flight will help you uncover issues that may otherwise be swept under the rug.   ","Use this flight with your team.   ","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/rishad-plan-hero.png","Many organizations look at something brown and moist and think it's a brownie when everybody knows it's a piece of shit. But no one's going to say it.","Talking About the Turd on the Table","It is important for us to create a culture where nothing is swept under the rug (or written off as a brownie, instead of what everyone really sees). Use this flight to surface any issues, inside or outside of the organization, that you believe management needs to address. ","6033fa073bfbaf00015a7b72",[131],"What issues exist within our organization that we need to take a piercing look at? What data supports this point of view? Why do you feel so strongly about surfacing this issue? ",[133,134],"Subjects and issues to confront head-on within your organization","Discussion and fresh thinking surrounding issues confronting your organization",[136,30,137],"Product","Communication",{"_id":139,"status":6,"version":7,"createdDate":140,"createdUserId":9,"updatedUserId":10,"updatedDate":141,"name":142,"slug":143,"description":144,"instructions":145,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":147,"flightName":142,"flightDescription":148,"templateAuthorId":149,"questions":150,"insights":152,"categories":156},"60368df0b67291000178285a","2021-02-24T17:33:36.000Z","2026-06-16T18:36:49.411Z","Strategic Goal Setting","strategic-goal-setting","There is no better way to kick off a new era than by developing a clear set of goals for the period. Whether you prefer to set monthly, quarterly, or annual goals, this flight will allow you and your team to surface a clear set of priorities and set the right expectations in order to keep everyone aligned until the next benchmark.","Run this flight on a recurring basis (monthly, quarterly, annually) depending on team size and priorities. Remember to edit the first question to reflect this preference.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/balloon-team-thumb%402x.png"," ","There is no better way to kick off a new era than by developing a clear set of goals for the period, so it’s time to get aligned. This flight will allow us to surface a clear set of priorities and set the right expectations in order to keep everyone aligned until the next benchmark.","60245e673bfbaf00015a7aac",[151,23,23,23],"What is the most important goal for the upcoming month/quarter/year?",[153,154,155],"Clear list of priorities for upcoming quarter or year","Areas to deprioritize within the business","Longer-term goals",[28,72,51],{"_id":158,"status":6,"version":7,"createdDate":159,"createdUserId":9,"updatedUserId":10,"updatedDate":160,"name":161,"slug":162,"description":163,"instructions":164,"heroImageUrl":165,"thumbnailUrl":165,"authorQuote":166,"flightName":167,"flightDescription":168,"templateAuthorId":169,"questions":170,"insights":172,"categories":176},"6036ec64ca109600011947a9","2021-02-25T00:16:36.000Z","2026-06-16T18:36:49.504Z","Improve Brand Awareness and Engagement","improving-brand-awareness","Success starts with high brand awareness, which translates to an expanded customer base, customer champions, and increased revenue. This flight, developed and first run by the VP, Chief of Staff at MasterClass, Erica Kammann, touches on both brand awareness and product improvements in order to build a stronger user base and drive profit.","Run this flight with your marketing and product teams.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/erica-plan-hero.png","With Balloon, our executive team had a great time providing and pumping ideas, while the introverts in the room were very vocal in their support and appreciation. We were able to finally give them a voice.","Improving Brand Awareness and Product Engagement ","Our company’s success starts with high brand awareness, which translates to an expanded customer base, customer champions, and increased revenue. This flight will help us come up with ideas to drive brand awareness and product improvements in order to build a stronger user base and drive growth.","6036eb99ca109600011947a8",[171,23,23,23,23,23,23],"How can we increase brand awareness?",[173,174,175],"Ideas to improve product and brand","New customers demographics to focus on","Comparison to current competitors",[136,177,51],"Sales + Marketing",{"_id":179,"status":6,"version":7,"createdDate":180,"createdUserId":9,"updatedUserId":10,"updatedDate":181,"name":182,"slug":183,"description":184,"instructions":185,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":187,"flightName":188,"flightDescription":189,"templateAuthorId":190,"questions":191,"insights":193,"categories":197},"603d917b938f360001940820","2021-03-02T01:14:35.000Z","2026-06-16T18:36:49.589Z","Rethink Decision-Making and Challenge the Status Quo","rethink-decision-making","Adam Grant’s newest New York Times bestselling book Think Again asserts that learning zones are created when psychological safety is combined with process accountability. When people feel free to experiment—and to poke holes in one another’s experiments in service of making them better—they become a challenge network that serves to question assumptions and avoid shallow decision-making. Simply asking “how do you know” at a critical moment in the decision-making process can be the difference between a smooth launch and a botched launch. Use this flight plan, developed with Adam Grant, to rethink your decision-making process so far and push your team to question your assumptions before taking the next step.","Run this flight with your team at multiple points during a singular decision-making process.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/adamgrant-plan-hero.png","Research shows that when we have to explain the procedures behind our decisions in real time, we think more critically and process the possibilities more thoroughly.","Rethinking Decision-Making and Challenging the Status Quo","When people feel free to experiment—and to poke holes in one another’s experiments in service of making them better—they become a challenge network that serves to question assumptions and avoid shallow decision-making. Simply asking “how do you know” at a critical moment in the decision-making process can be the difference between a smooth launch and a botched launch. This flight plan, developed with Adam Grant, will allow us to rethink our decision-making process so far and push our team to question our assumptions before taking the next step.","603d8dec938f36000194081a",[192,23,23,23],"What snags have we run up against in the decision-making process so far? How do you know that we correctly identified the issues?",[194,195,196],"Frank, nonjudgmental thinking around the decision-making process so far","Identification of red flags and shallow decision-making","Thorough thought process to ensure no crossed wires and false starts",[30,137,28],{"_id":199,"status":6,"version":7,"createdDate":200,"createdUserId":9,"updatedUserId":10,"updatedDate":201,"name":202,"slug":203,"description":204,"instructions":205,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":147,"flightName":202,"flightDescription":207,"templateAuthorId":208,"questions":209,"insights":211,"categories":216},"60dbbff75f3f3c0001d3f110","2021-06-30T00:51:03.000Z","2026-06-16T18:36:49.674Z","Strategic Planning for Hybrid Engineering Teams","strategy-hybrid-engineering","For engineers, solo work is important and inevitable—but the ultimate success of the product hinges on the engineer’s ability to collaborate, both internally and cross-functionally. Use this flight to operationalize a hybrid environment that enables high-level technical execution and promotes cross-functional collaboration.","Run this flight with your engineering team.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/scott-plan-hero.png","For engineers, solo work is important and inevitable—but the ultimate success of our product hinges on our engineers’ ability to collaborate, both internally and cross-functionally. This flight will help us operationalize a hybrid environment that enables high-level technical execution and promotes cross-functional collaboration.","603400b63bfbaf00015a7b79",[210,23,23,23],"How can we make hybrid work for our team? What processes/tools did we implement during remote work that should continue as we transition to hybrid work?",[212,213,214,215],"Processes and tools to keep or add to support hybrid engineering work","Processes and tools to remove or amend for hybrid engineering work","Strategy to optimize cross-functional communication","Benefits and drawbacks of a cross-functional buddy system",[217,218,95],"Change Management ","Team Alignment ",{"_id":220,"status":6,"version":7,"createdDate":221,"createdUserId":9,"updatedUserId":10,"updatedDate":222,"name":223,"slug":224,"description":225,"instructions":226,"heroImageUrl":227,"thumbnailUrl":227,"authorQuote":147,"flightName":228,"flightDescription":229,"templateAuthorId":230,"questions":231,"insights":233,"categories":237},"60ed181f4a7d0800010363f5","2021-07-13T04:35:43.000Z","2026-06-16T18:36:49.760Z","Foster Empathy and Resilience Post-COVID","foster-team-resilience","If the past year has taught us anything, it’s the value of resilience, both individually and collectively. That’s what allows us to navigate disruption and not just survive times of change and uncertainty, but grow, get better and thrive. But organizations and teams are only as resilient as their people. And as Arianna Huffington knows, empathy is essential to resilience. At the team level, empathy is the foundation of innovation, creativity and meaningful collaboration. But empathy and resilience disappear when we’re depleted, or operating in perpetual fight-or-flight mode. Instead, we need to always be able to find the calm eye of the hurricane, and act from that place of inner strength. Having a mindset of abundance and optimism is also key — that's where resilience begins. Use this flight to unpack the lessons and challenges of 2020, and build a better and more resilient normal for your team.","Run this flight with your team.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/arianna-plan-hero.jpg","Fostering Empathy and Resilience Post-COVID","If the past year has taught us anything, it’s the value of resilience, both individually and collectively. That’s what allows us to navigate disruption and not just survive times of change and uncertainty, but grow, get better and thrive. But organizations and teams are only as resilient as their people. And as Arianna Huffington knows, empathy is essential to resilience. At the team level, empathy is the foundation of innovation, creativity and meaningful collaboration. But empathy and resilience disappear when we’re depleted, or operating in perpetual fight-or-flight mode. Instead, we need to always be able to find the calm eye of the hurricane, and act from that place of inner strength. Having a mindset of abundance and optimism is also key — that's where resilience begins. This flight will help us unpack the lessons and challenges of 2020, and build a better and more resilient normal for our team.","60ed13ae4a7d0800010363f0",[232,23,23,23,23],"Compassionate Directness is a practice that empowers employees to speak up, give feedback, surface problems and pain points, and provide constructive criticism while still exercising compassion and understanding. What are some immediate ways we could be more compassionately direct with each other?",[234,235,236],"Steps to take to reset team culture post-COVID","Strategies to practice empathy among your team as you return to work","Ways to share team passions and foster team resilience",[30,95],{"_id":239,"status":6,"version":7,"createdDate":240,"createdUserId":9,"updatedUserId":10,"updatedDate":241,"name":242,"slug":243,"description":244,"instructions":245,"heroImageUrl":246,"thumbnailUrl":246,"authorQuote":247,"flightName":242,"flightDescription":248,"templateAuthorId":249,"questions":250,"insights":252,"categories":256},"6216c311615e150001b638b1","2022-02-23T23:28:17.000Z","2026-06-16T18:36:49.846Z","Change Retrospective","change-retrospective","Understanding the impact of changes across the organization is crucial as a leader. Bob Wilkinson ran this retrospective flight with his Engineering team at Coalition after they rolled out major changes to get candid feedback on team member reception and ideas for improvement. Use this flight with your team to debrief on recent changes and uncover ways to improve.","Run this flight with your team to reflect on recent changes.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/bob-plan-hero.jpg","Balloon was uniquely suited to help chart out some of the initial change management that we needed to do in the organization and get to that ground truth that would have been hard otherwise given group dynamics.","This flight will help us debrief on recent changes and uncover ways to improve as we move forward.","6216be68615e150001b638af",[251,23,23],"How are you feeling about the changes that we rolled out? Do they make sense? Do you feel we are on the right track? ",[253,254,255],"Identify opportunities for more effective planning in the future","Uncover trainings, resources, and support your team needs","Get a sense of team member sentiment around changes",[72,218,137],{"_id":258,"status":6,"version":7,"createdDate":259,"createdUserId":9,"updatedUserId":10,"updatedDate":260,"name":261,"slug":262,"description":263,"instructions":264,"heroImageUrl":265,"thumbnailUrl":265,"authorQuote":266,"flightName":261,"flightDescription":267,"templateAuthorId":268,"questions":269,"insights":271,"categories":275},"6025d75e3bfbaf00015a7abe","2021-02-12T01:18:22.000Z","2026-06-16T18:36:49.935Z","Should We Hire This Candidate?","should-we-hire","Building the best team starts with hiring the right people. While you might have an idea of who will succeed in this role, it is important to get the perspective of your team to truly understand holistic candidate/company fit. This flight will ask your team for input and insights to evaluate a candidate and address any concerns that they may have before finalizing an offer. ","Run this flight with your hiring team to gather final feedback before making a decision on a particular candidate. You can edit the questions and description to include the candidate’s name before inviting your team to the flight.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/aubrie-plan-hero.png","Focus your efforts on building the absolute best team—you can't do it alone.","Building the best team starts with hiring the right people. It is important to get the perspective of our entire team to truly understand holistic candidate/company fit. This flight will ask for input and insights to evaluate a candidate and address any concerns that they may have before finalizing an offer. ","6025dd4e3bfbaf00015a7ac1",[270,23,23,23,23,23,23],"How would you move forward with this candidate and why? ",[272,273,274],"Recommendations to hire or pass","Insights on how the candidate could fit into your team and company culture","Additional questions to ask the candidate and/or references",[276,72,28],"Hiring",{"_id":278,"status":6,"version":7,"createdDate":279,"createdUserId":9,"updatedUserId":10,"updatedDate":280,"name":281,"slug":282,"description":283,"instructions":284,"heroImageUrl":285,"thumbnailUrl":285,"authorQuote":286,"flightName":287,"flightDescription":288,"templateAuthorId":289,"questions":290,"insights":292,"categories":295},"6026ca883bfbaf00015a7acf","2021-02-12T18:35:52.000Z","2026-06-16T18:36:50.019Z","Uncover Sustainable Competitive Advantages","sustainable-advantages","The key to effective internal investigation into new opportunities is to remember that your customers’ expectations are perpetually progressive. What’s more, their emerging needs and desires will always be met—the only question is whether your business or your competition will meet them.  Of course, no company can capitalize or successfully execute upon every opportunity, and, it is important that the focus of the exercise should be on sustainable, competitive advantages that are available to your business and difficult for others to replicate. This flight will help your team evaluate objectives, strengths, and weaknesses along five primary dimensions — Who, What, Where, When, and How? — in order to identify new strategic project ideas, extensions, and initiatives.","Run this flight at least twice per year with your team. ","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/howard-plan-hero.png","If my competition was drowning, I’d throw them an anvil.","Uncovering Our Company’s Sustainable Competitive Advantages","The key to effective internal investigation into new opportunities is to remember that our customers’ expectations are perpetually progressive. What’s more, their emerging needs and desires will always be met—the only question is whether our business or our competition will meet them. Of course, no company can capitalize or successfully execute upon every opportunity, and, it is important that the focus of the exercise should be on sustainable, competitive advantages that are available to our business and difficult for others to replicate. This flight will help us evaluate objectives, strengths, and weaknesses along five primary dimensions — Who, What, Where, When, and How? — to identify new strategic project ideas, extensions, and initiatives.","6026cab83bfbaf00015a7ad0",[291,23,23,23],"Who has our customer/end user been and who will they be going forward? Consider the following: (a) demographics and locations; (b) different needs that will drive engagement; (c) whether (given growing control exercised by third-party platforms) the future interactions with customers will no longer be mainly direct but rather mediated, regulated, brokered and even anonymized.  ",[293,294],"Bold new project and product ideas ","Out-of-the-box approaches and solutions ",[177,116,51,296],"Competitive Strategy ",{"_id":298,"status":6,"version":7,"createdDate":299,"createdUserId":9,"updatedUserId":10,"updatedDate":300,"name":301,"slug":302,"description":303,"instructions":304,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":305,"flightName":301,"flightDescription":306,"templateAuthorId":20,"questions":307,"insights":309,"categories":312},"603006593bfbaf00015a7b26","2021-02-19T18:41:29.000Z","2026-06-16T18:36:50.108Z","Values-Based Hiring Retrospective","values-based-hiring-retro","The new employee experience is an important barometer to gauge the success of your values-based hiring process. Use this flight with new team members after their first 90 days to get feedback on the hiring process, specifically the communication of company values.","Once you have established a values-based hiring structure, run this flight plan with new employees after their first 90 days to better understand the effectiveness of your values-based approach. ","It’s important for us not to concede on our values in hiring people. There are a lot of times we talk to people who are really smart but just aren’t a fit culture-wise, and we just can't concede on the things that we have stated to ourselves are the most important attributes of any person in the business.","Now that you’ve joined our team, we want to hear about your experience with the hiring process. Be honest in your answers—the more candid the responses, the better our process will be in the long-run.",[308,23,23],"In what ways were the company values a key component in your hiring process?",[310,311],"Identification of mismatches between prospective employees’ expectations and new hires’ realities as it relates to your company values","Reflection on and improvement of your hiring process",[30,276],{"_id":314,"status":6,"version":7,"createdDate":315,"createdUserId":9,"updatedUserId":10,"updatedDate":316,"name":317,"slug":318,"description":319,"instructions":226,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":320,"flightName":321,"flightDescription":322,"templateAuthorId":20,"questions":323,"insights":325,"categories":328},"60300d8f3bfbaf00015a7b34","2021-02-19T19:12:15.000Z","2026-06-16T18:36:50.190Z","Capture and Institutionalize Best Practices","capturing-best-practices","Organizations spend a lot of time and resources developing knowledge and capability. While some of it gets translated into procedures and policies, most of it stays in the heads of individuals and eventually leaves your company as these people change roles, relocate, or retire. Use this flight to develop frameworks for knowledge- and information-sharing across your organization.","It’s very simple, you can't survive as a business without cognitive diversity. I don't know how you would.","Capturing and Institutionalizing Best Practices","Like all companies, we spend a lot of energy developing knowledge and capability, but most of it stays in the heads of individuals rather than being put into practice. This flight will help us develop frameworks for knowledge- and information-sharing across our organization, so we can unlock this data and improve everyone’s performance.",[324,23,23,23],"What are best practices for your team and how are these communicated and shared? ",[326,327],"Identification of existing best practices and suggestions for communicating these to new team members","Knowledge-sharing practices and methodologies ",[51,72,137,94,50],{"_id":330,"status":6,"version":7,"createdDate":331,"createdUserId":9,"updatedUserId":10,"updatedDate":332,"name":333,"slug":334,"description":335,"instructions":336,"heroImageUrl":337,"thumbnailUrl":337,"authorQuote":338,"flightName":339,"flightDescription":340,"templateAuthorId":341,"questions":342,"insights":344,"categories":348},"603011c93bfbaf00015a7b3a","2021-02-19T19:30:17.000Z","2026-06-16T18:36:50.274Z","Digital Marketing: Understand Your Audience","understanding-our-audience","Understanding your audience is key to your success: who they are, how they consume media, and what they want to see when they consume it. This flight will help you create a persona of your average customer’s personality and habits so you can brainstorm ways to better market your product to them.","Run this flight with your Marketing teams to better understand your customer base.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/bernadette-plan-hero.png","As you scale, you're going to be looking at adjacent demographics to cater to, but it’s so important that you never forget your core.","Digital Marketing: Understanding Our Audience","Understanding our audience is key to our success. This flight will help us create a persona of our average customer’s personality and habits so we can brainstorm ways to better market our product to them.","60300ea13bfbaf00015a7b36",[343,23,23,23],"When thinking of our customers, what motivates them? What interests them? ",[345,346,347],"New insights into your customer and they way they consume media","Innovative ways to create a personalized experience on your company’s website","Strategies to balance personalized experiences with mass appeal for a multitude of consumers",[116,177,51],{"_id":350,"status":6,"version":7,"createdDate":351,"createdUserId":9,"updatedUserId":10,"updatedDate":352,"name":353,"slug":354,"description":355,"instructions":356,"heroImageUrl":357,"thumbnailUrl":357,"authorQuote":358,"flightName":359,"flightDescription":360,"templateAuthorId":361,"questions":362,"insights":364,"categories":368},"6030300a3bfbaf00015a7b4c","2021-02-19T21:39:22.000Z","2026-06-16T18:36:50.358Z","Improve Support For Marginalized Employees","support-marginalized-employees","Lifting up all employees is an important goal of our organization. Part of this is ensuring that you nurture an environment of open, honest dialogue about how to make your organization more equitable. Developed for use with Employee Resource Groups/Affinity Groups, this flight will help you gain insight into how to best support these groups professionally, mentally, emotionally, and structurally to improve their experience at work.","Run this flight with Employee Resource Groups, affinity groups, and other safe spaces. Be sure to edit the questions to personalize the flight for your team.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/daisy-plan-hero.png","Leaders must foster a sense of ‘this is where you are supported as an employee, we want you to stay.’ Without that, people will wonder why they’re coming to work in the morning.","Supporting Marginalized Employees","Lifting up all employees is an important goal of our organization.  Part of this is ensuring that we nurture an environment of open, honest dialogue about how to make our organization more equitable. This flight will help us gain insight into how to best support XYZ professionally, mentally, emotionally, and structurally to improve your experience at work.","60302b353bfbaf00015a7b49",[363,23,23,23,23],"What are some ways we can train and hold our leadership teams and managers accountable for creating an inclusive culture?",[365,366,367],"Progressive practices to implement and regressive practices to remove in order to promote a more inclusive culture","Insights into the organizational behaviors, norms, expectations and structures that may be holding back the successes of particular groups","Ways to increase understanding of and support for marginalized employees",[29,72,369,30],"Employee Retention",{"_id":371,"status":6,"version":7,"createdDate":372,"createdUserId":9,"updatedUserId":10,"updatedDate":373,"name":374,"slug":375,"description":376,"instructions":377,"heroImageUrl":378,"thumbnailUrl":378,"authorQuote":379,"flightName":380,"flightDescription":381,"templateAuthorId":382,"questions":383,"insights":385,"categories":389},"60332a353bfbaf00015a7b51","2021-02-22T03:51:17.000Z","2026-06-16T18:36:50.442Z","Manage for Inclusion","managing-for-inclusion","Belonging is not always felt equally throughout all levels or verticals of an organization. Increasing communication across leadership allows for knowledge sharing of inclusion best practices that would otherwise be kept in silos. Use this flight with your management teams to start a conversation around how your inclusivity and belonging practices are or are not working for their teams and receive suggestions on how to develop and retain top talent, especially those who are typically underrepresented. ","Run this flight with management.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/katelin-plan-hero.png","Culture is the number one thing that has made and broken companies in 2020. Companies that did not spend time, energy, or resources on building intentional cultures prior to the pandemic collapsed, while companies that invested their time into articulating their values and connectedness and actively supported people through trying times were the ones who were agile enough to pivot their business.","Managing for Inclusion","Belonging is not always felt equally throughout all levels or verticals of our organization. Increasing communication across our leadership team will allow for us to share inclusion best practices that would otherwise be kept in silos. This flight will start a conversation around how our inclusivity and belonging practices are or are not working on your teams and provide suggestions on how to develop and retain top talent, especially those who are typically underrepresented. ","60303b253bfbaf00015a7b4f",[384,23],"As a leader, what are you hearing from your people around inclusivity and belonging in the workplace? What’s working, what’s not working, and what could make a difference?",[386,387,388],"Knowledge-share of feedback from teams across the organization around inclusivity and belonging","Ideas to improve inclusivity and belonging, from a managerial perspective","Ways to develop and retain top talent",[29,369,72,390],"Professional Development",{"_id":392,"status":6,"version":7,"createdDate":393,"createdUserId":9,"updatedUserId":10,"updatedDate":394,"name":395,"slug":396,"description":397,"instructions":397,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":399,"flightName":395,"flightDescription":400,"templateAuthorId":401,"questions":402,"insights":404,"categories":408},"6033eafe3bfbaf00015a7b63","2021-02-22T17:33:50.000Z","2026-06-16T18:36:50.526Z","Company Culture Audit","company-culture-audit","Assess and audit your company’s current culture with this flight template. These open-ended questions will make space for all team members to offer real, valuable feedback and will give you a starting point for a sustainable, thoughtful remodel of your workplace culture.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/peter-ajey-plan-hero.png","Everybody is an individual, and everybody is unique. There is no right or wrong culture. The trick is understanding the qualities and characteristics of the leaders of the company, because that gets instilled throughout the organization.","Assessing and auditing our company’s current culture is important to us. These open-ended questions will make space for all of our team members to offer real, valuable feedback and will give us a starting point for a sustainable, thoughtful remodel of your workplace culture.","6033e9383bfbaf00015a7b61",[403,23,23,23],"As you think about our company’s culture, what words come to mind?",[405,406,407],"Identification of North Stars for your team or company","Areas for improvement","Discussion for how to effectively build alignment on team’s values",[30,72],{"_id":410,"status":6,"version":7,"createdDate":411,"createdUserId":9,"updatedUserId":10,"updatedDate":412,"name":413,"slug":414,"description":415,"instructions":416,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":417,"flightName":418,"flightDescription":419,"templateAuthorId":208,"questions":420,"insights":422,"categories":425},"6034048e3bfbaf00015a7b83","2021-02-22T19:22:54.000Z","2026-06-16T18:36:50.611Z","Joint Venture Considerations","considering-joint-venture","Before you embark on a joint venture, it is important to evaluate your objectives and potential upside. Without this period of reflection and analysis, it is far too easy to jump into a deal that is far from your initial vision. This flight will help the stakeholders from your company align on company goals for a potential venture, and identify if there is a clear opportunity that only an external partnership can fulfill. ","Run this flight with internal stakeholders.","I’ve been in four joint ventures in my career. They’re best at the appetizer at the closing dinner and start to have issues by dessert. The parties need to be diligent or success will slip through your fingers.","Considering a Joint Venture","Before we embark on a joint venture, it is important to evaluate our objectives and potential upside. Without this period of reflection and analysis, it is far too easy to jump into a deal that is far from the initial vision. This flight will help the stakeholders from our company align on company goals for a potential venture, and identify if there is a clear opportunity that only an external partnership can fulfill. ",[421,23,23],"What are our company objectives for a potential venture?",[423,424],"Alignment on whether to proceed with a joint venture","Identification of opportunities that external partnership will fulfill",[28,72,137,51],{"_id":427,"status":6,"version":7,"createdDate":428,"createdUserId":9,"updatedUserId":10,"updatedDate":429,"name":430,"slug":431,"description":432,"instructions":433,"heroImageUrl":434,"thumbnailUrl":434,"authorQuote":435,"flightName":436,"flightDescription":437,"templateAuthorId":438,"questions":439,"insights":441,"categories":444},"603587c48bb0bd0001b4a5b3","2021-02-23T22:55:00.000Z","2026-06-16T18:36:50.696Z","Make Self-Care a Part of Your Strategy","self-care-strategy","As a leader, promoting self-care among your team is as much a part of your role as learning the latest skill, meeting profit goals, or going out to raise funds. Proactively creating structure around employee self-care is critical in order to prevent burnout and ensure your team members are in the mindset to produce great work. This flight will help make mental health and self-care more of a habit and a priority for your team.","Run this flight with your team every six months.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/arlan-plan-hero.png","No one is going to come to you and say, ‘Hey, you are kind of frazzled right now. You are snapping at people. You are not on the top of your game.’ No one is going to do that until the house is on fire. This is when you have to be the leader and step up by making self-care part of your job strategy and a mandatory part of your company’s culture and for you as a leader in your company.","Making Self-Care Part of Our Strategy","Promoting self-care among our team is a critical part of my role as a leader. Proactively creating structure around employee self-care is critical in order to prevent burnout and ensure our team members are in the mindset to produce great work. This flight will help make mental health and self-care more of a habit and a priority for our team.","603587538bb0bd0001b4a5b2",[440,23,23],"What can we do ahead of time to get us in a position where if anybody needs to be human for a day or for a week, we can make that work?",[442,443],"Ideas for how to improve self-care practices and how to create space for mental health days","Team alignment on work practices and prioritization of mental health",[137,30,72],{"_id":446,"status":6,"version":7,"createdDate":447,"createdUserId":9,"updatedUserId":10,"updatedDate":448,"name":449,"slug":450,"description":451,"instructions":433,"heroImageUrl":434,"thumbnailUrl":434,"authorQuote":452,"flightName":453,"flightDescription":454,"templateAuthorId":438,"questions":455,"insights":457,"categories":461},"60358a268bb0bd0001b4a5b4","2021-02-23T23:05:10.000Z","2026-06-16T18:36:50.783Z","Reignite the Passion to Persevere","passion-to-persevere","Grit is the enduring sense of passion and perseverance necessary to achieve an impactful goal. Of course, we’re all human, and any person’s degree of grit will ebb and flow. This flight is designed to reignite that fire, boost morale, and remind your team of what you’re all working toward. ","At my old apartment, I had a white board that had the words, ‘Keep going,’ written really big. No matter what I would not erase that. And more than once a week I'd have to force myself to look at this board and just say, ‘Okay, you reminded yourself. You said that. What were you thinking when you said that? What did you see when you said that?","Reigniting the Passion to Persevere","Grit is the enduring sense of passion and perseverance necessary to achieve an impactful goal. Of course, we’re all human, and everyone’s degree of grit will ebb and flow. This flight is designed to reignite that fire, boost morale, and remind us all of what we’re working toward. ",[456,23,23,23],"What is the dream we’re pursuing?",[458,459,460],"Vision of the company or project","Reminder of all you’ve overcome to get to this point","The concerns from your team of what additional challenges lie ahead",[30,72],{"_id":463,"status":6,"version":7,"createdDate":464,"createdUserId":9,"updatedUserId":10,"updatedDate":465,"name":466,"slug":467,"description":468,"instructions":469,"heroImageUrl":470,"thumbnailUrl":470,"authorQuote":471,"flightName":466,"flightDescription":472,"templateAuthorId":473,"questions":474,"insights":476,"categories":479},"6036ea83ca109600011947a7","2021-02-25T00:08:35.000Z","2026-06-16T18:36:50.867Z","Pre-Launch Check-In","pre-launch-check-in","A great launch can be your brand’s key to booming success—and a faulty one can set your company back months. Emily McDonald, founder & CEO of The Stylist LA, first created this flight just before a major product transition and launch, which her team then successfully executed with ease. Before your next big launch, run this flight with your entire team to ensure alignment, manage priorities, and set expectations for the coming weeks.","Run this flight with your entire team across departments before a new launch or initiative.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/emily-plan-hero.png","We addressed questions and concerns in a hyper-focused manner and shortened follow-up meetings. Ultimately the big launch was a success","With so many moving parts with our upcoming launch, clarity is key. This flight will help us align, manage priorities, and set expectations for the coming weeks in order to ensure a smooth process and help us achieve the results we’re looking for.","6036e850ca109600011947a6",[475,23,23,23,23,23,23],"What are your questions regarding the launch?",[477,478],"Blind spots and opportunities for success as you approach launch day","A clear measure of your team’s alignment and morale surrounding the launch",[50,137,480],"Operations",{"_id":482,"status":6,"version":7,"createdDate":483,"createdUserId":9,"updatedUserId":10,"updatedDate":484,"name":485,"slug":486,"description":487,"instructions":488,"heroImageUrl":489,"thumbnailUrl":489,"authorQuote":490,"flightName":491,"flightDescription":492,"templateAuthorId":493,"questions":494,"insights":496,"categories":499},"6036ed37ca109600011947ab","2021-02-25T00:20:07.000Z","2026-06-16T18:36:50.954Z","Appoint a New Committee Member","appointing-committee-member","Choosing a new committee or board member is a powerful decision for any organization. This flight, developed by Judy Doherty, the AVP of Advancement Systems and Services at Dartmouth College, will help you gather objective feedback about the entire candidate pool, hear your team’s concerns, and surface the candidate that is most supported by your team.","Run this flight with your leadership team.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/judy-plan-hero.png","When it comes to your team, you have to make a selection process an objective decision, not a social competition.","Appointing a New Committee Member","Choosing a new committee or board member is a powerful decision for our organization, and we want to ensure we are avoiding biases and harmful group dynamics that could affect our decision-making process. This flight gives us a chance to hear your feedback on the entire candidate pool, voice any concerns, and call out the candidates you most support before we move forward.","6036ec8eca109600011947aa",[495,23,23,23,23,23],"Who is your recommendation and what traits about this candidate make them a good fit? What part of this candidate’s background could predict success?",[497,498],"Recommendation on the candidate selection","Feedback from members on the candidate pool",[72,276,28],{"_id":501,"status":6,"version":7,"createdDate":502,"createdUserId":9,"updatedUserId":10,"updatedDate":503,"name":504,"slug":505,"description":506,"instructions":507,"heroImageUrl":165,"thumbnailUrl":165,"authorQuote":508,"flightName":509,"flightDescription":510,"templateAuthorId":511,"questions":512,"insights":514,"categories":516},"60469220b96acc0001ed8d2d","2021-03-08T21:07:44.000Z","2026-06-16T18:36:51.039Z","Drive Productivity in a Remote Setting","drive-remote-productivity","Research shows that, in many cases, working from home can increase productivity—but only if it works in tandem with the right operational processes, technologies, and leadership behaviors. This flight will help you audit your current remote work culture and surface best practices to drive productivity and innovation across a distributed team.","Run this flight across your company.","Supporting remote work can help us hire talented people regardless of where they live.","Driving Productivity and Inclusivity in a Remote Setting","Remote work makes life more manageable and productive for so many people—but only if it works in tandem with the right operational processes, technologies, and leadership behaviors. This flight will help us assess our current WFH culture and give us a space to brainstorm new ideas to drive productivity and innovation across our distributed team.","60467f3cb96acc0001ed8d2a",[513,23,23,23,23],"How can the company support a productive remote workplace? Consider operational processes, benefits, and other policies. ",[515],"Operational, infrastructural, and cultural ideas to support productivity",[29,30,94,95],{"_id":518,"status":6,"version":7,"createdDate":519,"createdUserId":9,"updatedUserId":10,"updatedDate":520,"name":521,"slug":522,"description":523,"instructions":524,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":147,"flightName":521,"flightDescription":525,"templateAuthorId":149,"questions":526,"insights":528,"categories":531},"60a6e274a18b470001ffbc35","2021-05-20T22:28:04.000Z","2026-06-16T18:36:51.123Z","Optimize Onboarding: Extending the Job Offer","optimize-onboarding-extend-offer","Anyone who has spent months recruiting the perfect candidate understands the importance of a smooth negotiation and closing process. Use this flight to build a compelling recruitment pitch when the time comes to extend a job offer.","Run this flight with your hiring team.","This flight will help us build a compelling recruitment pitch when the time comes to extend a job offer.",[527,23,23,23],"How do we want employees to feel when they accept their offer?",[529,530],"Strategies to improve upon existing closing practices","Ideas for new closing practices to land promising talent",[276],{"_id":533,"status":6,"version":7,"createdDate":534,"createdUserId":9,"updatedUserId":10,"updatedDate":535,"name":536,"slug":537,"description":538,"instructions":539,"heroImageUrl":540,"thumbnailUrl":540,"authorQuote":147,"flightName":541,"flightDescription":542,"templateAuthorId":543,"questions":544,"insights":546,"categories":551},"60dba8075f3f3c0001d3f106","2021-06-29T23:08:55.000Z","2026-06-16T18:36:51.207Z","Lead in your Presence and Absence","lead-in-presence-and-absence"," Leadership is about empowering other people as a result of your presence – and making sure that impact continues in your absence. A successful hybrid environment is defined by workflows and practices that empower team members to be effective wherever they are working. These new, more flexible models of working do not simply replicate onsite practices or layer new technologies onto existing processes. Instead, they redesign workflows to take advantage of new technologies, respond to the varying needs of people, and promote creativity and freedom of action. Use this flight with your team to reimagine work, increase remote engagement, and drive deeper understanding of team members’ needs and experiences.","Run this flight with your hybrid or remote team.","https://flight-plan-assets.s3.amazonaws.com/author-heroes/anne-frances-author-hero.jpg","Leading in your Presence and Absence","A successful hybrid environment is defined by workflows and practices that empower team members to be effective wherever they are working. To build this among our team, we must redesign workflows to take advantage of new technologies, respond to the varying needs of our team, and promote creativity and freedom of action. This flight will help us reimagine a work environment that increases remote engagement and drives deeper understanding of team members’ needs and experiences.","60d3ad399b314c0001df24c2",[545,23,23,23,23,23,23],"When has enabling and empowering other people been easy for you?",[547,548,549,550],"Insight into team needs in a hybrid workplace","Optimized systems and workflows","Identification of demotivating and redundant practices","Candidate tasks for automation or outsourcing",[72,30,552],"Distributed + Remote Work ",{"_id":554,"status":6,"version":7,"createdDate":555,"createdUserId":9,"updatedUserId":10,"updatedDate":556,"name":557,"slug":558,"description":559,"instructions":560,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":557,"flightDescription":562,"templateAuthorId":563,"questions":564,"insights":566,"categories":569},"6179c23e7f7ccf0001d685d6","2021-10-27T21:18:54.000Z","2026-06-16T18:36:51.294Z","Intrapreneurship Foundations and Goal-Setting","intrapreneurship-foundations","Intrapreneurship, or in-house entrepreneurial innovation, can be extremely valuable when strategically structured within an organization. When executed effectively, intrapreneurs operate within the goals and environment of the larger organization, and the organization builds the infrastructure needed to support such innovation. Use this flight to help your team or organization align on the core competencies and goals for innovation, the direction of your innovations, and identify methods for enabling continuous improvement.","Run this flight with your team before beginning an intrapreneurial venture within your organization.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/AWW-plan-hero.jpg","This flight will help us align on the core competencies and goals for innovation, the direction of our innovations, and identify methods for enabling continuous improvement.","6179ad837f7ccf0001d685ce",[565,23,23,23,23],"What are our organization’s core competencies and goals for innovation? What type of innovation are we looking for?",[567,568],"Organizational needs for preliminary intrapreneurship infrastructure","Goals for and structure around innovation ",[116,570,51],"Entrepreneurship",{"_id":572,"status":6,"version":7,"createdDate":573,"createdUserId":9,"updatedUserId":10,"updatedDate":574,"name":575,"slug":576,"description":577,"instructions":578,"heroImageUrl":579,"thumbnailUrl":579,"authorQuote":580,"flightName":581,"flightDescription":582,"templateAuthorId":23,"questions":583,"insights":585,"categories":587},"61e7334b8fd2c00001d85061","2022-01-18T21:38:19.000Z","2026-06-16T18:36:51.384Z","test template","test-temp","some description","instruction text","https://site.com","this is amazing","Test Template","Test Description",[584,23],"Q1",[586],"something",[137],{"_id":589,"status":6,"version":7,"createdDate":590,"createdUserId":9,"updatedUserId":10,"updatedDate":591,"name":592,"slug":593,"description":594,"instructions":226,"heroImageUrl":595,"thumbnailUrl":595,"authorQuote":596,"flightName":597,"flightDescription":598,"templateAuthorId":599,"questions":600,"insights":602,"categories":606},"6452ab8bd963ba00012c5915","2023-05-03T18:44:27.000Z","2026-06-16T18:36:51.476Z","Celebrate Neurodiversity: Overcoming Stigma and Bias","neurodiversity-overcoming-stigma","In recent years, there has been a noticeable shift in the attitude towards neurodivergent team members — those that process information in a way that is not typical — in the workplace, with a growing recognition of the value and unique strengths that individuals with diverse cognitive abilities bring to the table. Since his 2022 autobiography, \u003Ci>Burn Rate: Launching a Startup and Losing My Mind\u003C/i>, focused on his journey with mental illness and entrepreneurship, Andy Dunn has been focused on promoting inclusivity and creating a more accepting work environment for people with diverse cognitive abilities. Use this flight with your team to come up with ideas for shifting your company’s mindset, combating stigma and bias, and reducing barriers to entry for neurodivergent people.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/andy-dunn-plan-hero.jpg","Empathy is the bridge to understand those who you may be lucky to one day lead, and it is - in my opinion - the most under-appreciated human skill in business.","Celebrating Neurodiversity: Overcoming Stigma and Bias","Since his 2022 autobiography, \u003Ci>Burn Rate: Launching a Startup and Losing My Mind\u003C/i>, focused on his journey with mental illness and entrepreneurship, Andy Dunn has been focused on promoting inclusivity and creating a more accepting work environment for people with diverse cognitive abilities. This flight will help our team come up with ideas for shifting our company’s mindset, combating stigma and bias, and reducing barriers to entry for neurodivergent people.","6452a67ed963ba00012c5914",[601,23,23],"Andy Dunn writes about the importance of celebrating neurodiversity and recognizing it as a source of strength, rather than a weakness. How can we shift our mindset to view neurodiversity in a more positive light, and communicate this attitude to our colleagues?",[603,604,605],"Ideas to shift your mindset towards neurodiversity","Strategies for making recruiting and hiring more inclusive","Ways to combat stigma and misconceptions around neurodiversity in the workplace",[72,30,29],{"_id":608,"status":6,"version":7,"createdDate":609,"createdUserId":9,"updatedUserId":10,"updatedDate":610,"name":611,"slug":612,"description":613,"instructions":226,"heroImageUrl":595,"thumbnailUrl":595,"authorQuote":614,"flightName":615,"flightDescription":616,"templateAuthorId":599,"questions":617,"insights":619,"categories":624},"6452b1e0d963ba00012c5918","2023-05-03T19:11:28.000Z","2026-06-16T18:36:51.562Z","Beyond Accommodations: Support Neurodiverse Employees","support-neurodiverse-employees","It can be incredibly challenging to thrive in a workplace that's not built to accommodate your individual needs and strengths. When a workplace fails to acknowledge and embrace the diversity of its employees, it can create significant barriers to productivity, creativity, and well-being. For neurodivergent professionals, expectations set by neurotypical standards make thriving at work difficult and leave many of their strengths untapped. Leaders can change this narrative by setting clear expectations and opening lines of communication to prioritize inclusivity and increase workplace success. Use this flight with your team to collect strategies and ideas for fostering an authentic, supportive workplace and unlock your team’s full potential.","Culture is an output of a bunch of inputs that have to come together the right way. Specifically, it is the collision of people and their context, how they interact with each other in that context, and then how that context evolves.","Beyond Accommodations: Supporting Neurodiverse Employees","For neurodivergent professionals, expectations set by neurotypical standards make thriving at work difficult and leave many of their strengths untapped. We can change this narrative by setting clear expectations and opening lines of communication to prioritize inclusivity and increase workplace success. This flight will help us collect strategies and ideas for fostering an authentic, supportive workplace and unlock our team’s full potential.",[618,23,23,23,23,23],"How do you think our workplace can better support and accommodate neurodiverse team members?",[620,621,622,623],"Ideas for supporting and accommodating neurodiverse team members","How to create a culture that encourages authenticity","Training programs and resources to help navigate neurodiversity in the workplace","Ways to encourage self-advocacy and help neurodiverse employees communicate their needs",[72,30,29],{"_id":626,"status":6,"version":7,"createdDate":627,"createdUserId":9,"updatedUserId":10,"updatedDate":628,"name":629,"slug":630,"description":631,"instructions":632,"heroImageUrl":633,"thumbnailUrl":633,"authorQuote":634,"flightName":635,"flightDescription":636,"templateAuthorId":637,"questions":638,"insights":640,"categories":644},"6025d2603bfbaf00015a7aba","2021-02-12T00:57:04.000Z","2026-06-16T18:36:51.650Z","Reduce Team Anxiety","reducing-team-anxiety","Success can be exhilarating, but it often generates stress through growing responsibilities and rising stakes. As your company grows, it’s important to check in with yourself and your team to ensure everyone is staying sane and balanced. This flight is designed to be run twice each year.","Run this flight twice a year with your team to assess anxiety levels and connect on a deeper level.  ","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/adam-plan-hero.png","Anxiety is a decent way to survive, but a terrible way to live.","Reducing Team Anxiety","Success at a growing company has countless benefits, but it often generates stress through growing responsibilities and rising stakes. Use this flight to check in with your leadership team, let them know how you are handling stress at work, and share your ideas for improving both the company operations and the team’s collective mental health.","6025d3ac3bfbaf00015a7abb",[639,23,23,23],"What has been the most stressful thing you’ve experienced at work in the last 6 months?",[641,642,643],"Perspective that just because you can imagine potential failure points doesn’t mean they’re destined to come true","Examples where you put off important decisions for fear of making the “wrong” ones, and how you can prevent that going forward","Areas in the business that are just “okay” where you can avoid the trap of settling for something that’s not that good",[30,94],{"_id":646,"status":6,"version":7,"createdDate":647,"createdUserId":9,"updatedUserId":10,"updatedDate":648,"name":649,"slug":650,"description":651,"instructions":652,"heroImageUrl":285,"thumbnailUrl":285,"authorQuote":653,"flightName":654,"flightDescription":655,"templateAuthorId":289,"questions":656,"insights":658,"categories":662},"6026c8c63bfbaf00015a7acd","2021-02-12T18:28:22.000Z","2026-06-16T18:36:51.734Z","Gather Innovative Ideas","gathering-innovative-ideas","Smart innovation depends on a constant flow of accurate, objective, timely information that can only be harvested from those closest to your business’s action and customers: Your team. With the proper approach, even mundane tasks can be reimagined to become creative and meaningful, resulting in a re-engaged team and an improved product for your customers. Constant innovation is no small feat for any business, and this flight plan is designed to reinvigorate your team, get their creative juices flowing, and surface potentially groundbreaking new ideas. ","Run this flight plan any time you feel that the innovation pipeline is drying up or that your team needs an inspiration boost.","The best new ideas in any business come from the front-line troops who are closest to and most directly engaged with its customers.","Gathering Innovative Ideas","Smart innovation depends on a constant flow of accurate, objective, timely information that can only be harvested from those closest to our business’s action and customers: our team. This flight plan will reinvigorate our team, get our creative juices flowing, and surface potentially groundbreaking new ideas. ",[657,23,23,23,23,23,23],"How easy is it to do business with our business? What gets in the way? What would you change first to make us as accessible, efficient, and friction-free as possible?  ",[659,660,661],"Increased attention and focus on all aspects of customer engagement and interactions","Superfluous areas of business and inefficient processes and systems","Missing skills and other resources within the current team detailed",[177,116,94],{"_id":664,"status":6,"version":7,"createdDate":665,"createdUserId":9,"updatedUserId":10,"updatedDate":666,"name":667,"slug":668,"description":669,"instructions":670,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":671,"flightName":672,"flightDescription":673,"templateAuthorId":20,"questions":674,"insights":676,"categories":679},"603006c03bfbaf00015a7b27","2021-02-19T18:43:12.000Z","2026-06-16T18:36:51.823Z","Build Culture With Values","building-culture-with-values","Leaders have an immense power to influence work culture. An understanding of employees’ cultural experience can help you identify gaps in how values are communicated from the top-down at your company. This flight will help you assess how well your company lives its values and how your leaders model these tenets.","Run this flight with all members of your organization.","I think about problems through an empathic lens. A common mistake that I've made is to look externally at how people perceive your brand first, before looking internally to see how your people are doing. At the end of the day, nothing is more important than that.","Building Culture With Values","Leaders have an immense power to influence your work culture. An understanding of your cultural experience can help us to identify gaps in how values are communicated from the top-down. This flight will help us assess how well we represent our values and how our leaders model these tenets.",[675,23,23],"What can we do better to “walk the walk” in terms of our values?",[677,678],"Feedback on your role as a leader responsible for guiding your company culture","Identification of gaps between stated and perceived company culture and values",[30,137],{"_id":681,"status":6,"version":7,"createdDate":682,"createdUserId":9,"updatedUserId":10,"updatedDate":683,"name":684,"slug":685,"description":686,"instructions":687,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":688,"flightName":689,"flightDescription":690,"templateAuthorId":20,"questions":691,"insights":693,"categories":695},"603007ef3bfbaf00015a7b28","2021-02-19T18:48:15.000Z","2026-06-16T18:36:51.907Z","Identify Adjacencies","identifying-adjacencies","While market expansion can be risky, it is often the key to organic growth. Understanding adjacent market strategies will help to uncover untapped opportunities. Use this flight to identify adjacent markets that utilize and reinforce the strength of your core business.","Run this flight with all strategic leaders in your organization.","Over time, we’ve gotten better at decision-making because we’ve been able to separate emotions and logic. When emotions bleed into decision-making, it becomes risky because it’s not fully steeped in what is true and logical. Having more data and making more mistakes, and then feeding that into our decision-making process has made us better.","Identifying Adjacencies","While market expansion can be risky, it is key to our growth. Adjacent market strategies will help us make the transition as smooth as possible. This flight will help us identify expansion opportunities that will both utilize and reinforce the strength of our core product.",[692,23,23,23],"Which adjacent markets, if any, are we already serving?",[694],"Assessment of the most impactful adjacencies to fuel the growth of your business",[28,116,51],{"_id":697,"status":6,"version":7,"createdDate":698,"createdUserId":9,"updatedUserId":10,"updatedDate":699,"name":700,"slug":701,"description":702,"instructions":703,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":704,"flightName":700,"flightDescription":705,"templateAuthorId":20,"questions":706,"insights":708,"categories":711},"60300df83bfbaf00015a7b35","2021-02-19T19:14:00.000Z","2026-06-16T18:36:51.992Z","Scenario Planning","scenario-planning","When facing a significant business decision, scenario planning will allow your team to prepare for an uncertain future. Use this flight to take a pulse from your team, determine the best path forward, and increase the likelihood of success.","Run this flight to take a pulse from your executive or project leadership teams.","I believe that one of the biggest killers of creativity, progress, and personal growth is comfort. Comfort is easy. Growth is not.","Scenario planning will allow us to prepare for an uncertain future surrounding XYZ. This flight will help us take the team’s pulse, determine the best path forward, and increase our likelihood of success.",[707,23,23],"If we fast forward six months and things are successful, what went well?",[709,710],"Scenario planning and most likely outcome","Risks and keys to a successful project",[72,50,28],{"_id":713,"status":6,"version":7,"createdDate":714,"createdUserId":9,"updatedUserId":10,"updatedDate":715,"name":716,"slug":717,"description":718,"instructions":719,"heroImageUrl":720,"thumbnailUrl":720,"authorQuote":721,"flightName":722,"flightDescription":723,"templateAuthorId":724,"questions":725,"insights":727,"categories":730},"603017e13bfbaf00015a7b40","2021-02-19T19:56:17.000Z","2026-06-16T18:36:52.081Z","Unlock Team Creativity","thinking-big-picture","Day-to-day duties can dominate your team members’ time, but taking a step back and evaluating the “big picture” can provide new perspectives and creative solutions. Use this flight to carve out time for big-picture, fresh, unabashed thinking and collaboration.","Run this flight with your team on a quarterly basis.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/caissie-plan-hero.png","My philosophy is to listen to ideas from everywhere.","Unlocking Team Creativity","We know day-to-day duties can dominate your time and make it difficult to think big picture. This flight will help us carve out time for fresh, unabashed thinking and collaboration. The more honest and imaginative you are in your answers, the better. ","603016b23bfbaf00015a7b3e",[726,23,23,23,23],"If time and money were not constraints, what would you do to improve our product/project/business?",[728,729],"Bold ideas to improve your product or service","Areas where marketing budget would be best spent",[116,136,177,51],{"_id":732,"status":6,"version":7,"createdDate":733,"createdUserId":9,"updatedUserId":10,"updatedDate":734,"name":735,"slug":736,"description":737,"instructions":738,"heroImageUrl":39,"thumbnailUrl":39,"authorQuote":739,"flightName":740,"flightDescription":741,"templateAuthorId":43,"questions":742,"insights":744,"categories":748},"6030254b3bfbaf00015a7b45","2021-02-19T20:53:31.000Z","2026-06-16T18:36:52.166Z","Begin with Winning Conditions","winning-conditions","By understanding the bigger picture of your work and the motivations of your colleagues, you can increase your team’s effectiveness and achieve maximum success—in other words, you can create what Christine calls winning conditions. This flight will help you and your team recognize the relevant nuance surrounding a nascent project or initiative and identify highly effective strategies for operations, execution, and delivery.","Run this flight at the beginning of a new project.","It is a universal truth. There are conditions you can set up that can enable you to win, and you deserve to win.","Beginning with Winning Conditions","By understanding the bigger picture of our work and the motivations of our colleagues, we can increase our team’s effectiveness and achieve maximum success—in other words, we can create what Christine calls winning conditions. This flight will help us recognize the relevant nuance surrounding a nascent project or initiative and identify highly effective strategies for operations, execution, and delivery.",[743,23,23,23,23],"How do you define success for this project?",[745,746,747],"What success looks like for your project","Risks that could cause challenges for your project","Lessons from similar projects to consider",[50,51],{"_id":750,"status":6,"version":7,"createdDate":751,"createdUserId":9,"updatedUserId":10,"updatedDate":752,"name":753,"slug":754,"description":755,"instructions":756,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":757,"flightName":758,"flightDescription":759,"templateAuthorId":401,"questions":760,"insights":762,"categories":767},"6033f0593bfbaf00015a7b66","2021-02-22T17:56:41.000Z","2026-06-16T18:36:52.253Z","Personal Development for Teams","personal-development-teams","Engage with participants directly in order to assess the ideal culture your team members are envisioning. Identify where individuals need help, where they want ownership, and where they see their career headed next.","Run this flight with your team. ","The majority of a leader’s input should be giving perspective. That’s the only way they’ll teach their team to make the right calls on their own.","Personal Development for Our Team","Assessing the ideal company culture our team members are envisioning is important to us. This flight will help us identify where you need help, where you want ownership, and where you see your career headed next.\n",[761,23,23,23],"What are additional ways in which leadership can increase your level of fulfilment/job satisfaction?",[763,764,765,766],"Increased understanding of how you can increase your employees’ sense of  fulfilment","Ways to change feedback structure and delivery to increase team engagement","Identification of how you can motivate your team and help them accomplish their goals","Discovery of what instills confidence and boosts motivation for your team",[30,72,768],"Personal Development",{"_id":770,"status":6,"version":7,"createdDate":771,"createdUserId":9,"updatedUserId":10,"updatedDate":772,"name":773,"slug":774,"description":775,"instructions":776,"heroImageUrl":125,"thumbnailUrl":125,"authorQuote":777,"flightName":778,"flightDescription":779,"templateAuthorId":129,"questions":780,"insights":782,"categories":786},"6033fc843bfbaf00015a7b76","2021-02-22T18:48:36.000Z","2026-06-16T18:36:52.336Z","Build Your Brand Story","building-your-brand-story","Every organization should be able to articulate its brand story, or the narrative that encompasses the consumer solution and the emotions associated with your company. Building your brand story starts with identifying the “Promised Land”, the ideal state of your organization that includes the impact and feelings your product will elicit with consumers. Use this flight to uncover your organization’s Promised Land and build the tentpoles of your brand story.  ","Run this flight with your marketing or leadership teams.","In many ways, story or narrative is how we make sense of the world. If we cannot find a way of telling our story, our story tells us.","Building Our Brand Story","Our organization should be able to articulate our brand story, or the narrative that we can use as a guiding force in our marketing efforts and then make sure our organization can lead people and clients there. We need to identify our brand’s “Promised Land,” or the impact our product will have on consumers' lives and the key characteristics of leading. This flight will help us uncover our organization’s Promised Land, build the tentpoles of our brand story and help us lead our organization and clients there.",[781,23,23,23,23],"Whose lives, primarily, are you out to change?",[783,784,785],"Identification of brand elements to build into brand story","Tenets of your company’s Promised Land for customers","Keys to modern soul-driven leadership",[177,51,116],{"_id":788,"status":6,"version":7,"createdDate":789,"createdUserId":9,"updatedUserId":10,"updatedDate":790,"name":791,"slug":792,"description":793,"instructions":794,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":23,"flightName":795,"flightDescription":796,"templateAuthorId":149,"questions":797,"insights":799,"categories":803},"603599978bb0bd0001b4a5b8","2021-02-24T00:11:03.000Z","2026-06-16T18:36:52.422Z","Develop Brand Messaging","brand-messaging","Because your brand messaging will appear across all platforms—from your website to social media to external content and more—it is one of the most impactful pieces of marketing you will create. This flight will allow you to gather ideas and input from your team that will help you craft or update a messaging strategy that is compelling and authentic.","Run this flight with your Sales, Marketing, and Content teams.","Developing Brand Messaging","Our content is often the first avenue through which potential customers interact with our brand, so developing powerful messaging is crucial. This flight will allow us to gather ideas and input that will help us craft or update a messaging strategy that is compelling, authentic, and timely.",[798,23,23,23,23],"What part of our brand should we emphasize in the brand messaging?",[800,801,802],"Clear ideas for ideal brand personality","Innovative ideas for new marketing strategies that highlight the messaging","Audit of current messaging and its impact on customers",[137,116,177],{"_id":805,"status":6,"version":7,"createdDate":806,"createdUserId":9,"updatedUserId":10,"updatedDate":807,"name":808,"slug":809,"description":810,"instructions":811,"heroImageUrl":165,"thumbnailUrl":165,"authorQuote":812,"flightName":808,"flightDescription":813,"templateAuthorId":511,"questions":814,"insights":816,"categories":818},"6046915cb96acc0001ed8d2c","2021-03-08T21:04:28.000Z","2026-06-16T18:36:52.510Z","Define Company-Level Objectives and Key Results (OKRs)","define-okrs","Having a set of priorities that is simple, focused and crystal clear is key to moving a business forward, especially if you’re scaling rapidly. At GitHub, the company runs a twice-yearly process where the company sets Objectives and Key Results (OKRs) for the business at the company level, and each OKR has a clear executive owner. We check in on our progress every 2 weeks at our leadership team meetings. Each function also develops its own OKRs in support of the overall company objectives, which are shared and reported on publicly via a designated “captain”.  The first step in implementing a system like this is defining company-wide OKRs with input from your teams. To successfully utilize OKRs, they must reflect the goals of the broader organization, rather than just leadership. This flight will gather input on OKRs from upper management that informs the final decision with your executive team.","Run this flight with upper management across various teams. ","The number one thing that holds companies back is not having clarity around priorities and then executing towards them. It’s important to make prioritizing and aligning around OKRs a core part of how you operate—especially as you scale.","The first step to driving clarity and alignment across your business is implementing a system of company-wide Objectives and Key Results (OKRs). To successfully utilize OKRs, they must reflect the goals of our broader organization, rather than just leadership. This flight will allow us to get your input on what you think is important to include as company OKRs.",[815],"What are our most important priorities as a company for the next 6 months? How can we capture our objectives and the key results we will use to determine whether or not they have been met? ",[817],"Alignment and clarity around company-level OKRs",[72,480,51],{"_id":820,"status":6,"version":7,"createdDate":821,"createdUserId":9,"updatedUserId":10,"updatedDate":822,"name":823,"slug":824,"description":825,"instructions":826,"heroImageUrl":827,"thumbnailUrl":827,"authorQuote":828,"flightName":823,"flightDescription":829,"templateAuthorId":830,"questions":831,"insights":833,"categories":837},"604af332d757890001f5a232","2021-03-12T04:50:58.000Z","2026-06-16T18:36:52.597Z","Offsite Pre-Planning","offsite-pre-planning","The key to a successful offsite is alignment on goals and effective prioritization to use the time as effectively as possible. With this quick flight, developed by VMware’s CMO Carol Carpenter while she was serving as Global VP of Marketing at Google Cloud, gather ideas and decide on priorities to run a more effective offsite.","Run this flight with all participants of the upcoming offsite.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/carol-plan-hero.jpg","We’ve used Balloon to help us surface ideas and answer key questions about how we can be more productive.","This flight will help us align on the goals for our upcoming offsite and effectively prioritize, gather ideas, and decide how to use our time most efficiently. ","6036e79dca109600011947a4",[832,23,23,23,23,23],"Think about the best leadership offsites you’ve ever attended. What made them the best?",[834,835,836],"Concrete ideas to run a more effective offsite","Overall concerns of your team","Priorities to discuss at the offsite",[137,28,50,94,72],{"_id":839,"status":6,"version":7,"createdDate":840,"createdUserId":9,"updatedUserId":10,"updatedDate":841,"name":842,"slug":843,"description":844,"instructions":845,"heroImageUrl":846,"thumbnailUrl":846,"authorQuote":847,"flightName":848,"flightDescription":849,"templateAuthorId":850,"questions":851,"insights":853,"categories":857},"60a6fedca18b470001ffbc41","2021-05-21T00:29:16.000Z","2026-06-16T18:36:52.682Z","Growth Vision Exercise","growth-vision-exercise","Achieving your goals takes strategic vision, maniacal execution, and solid business management skills. Use this flight to identify your unfair advantages (i.e., unique and key point of differentiation) that will lead to growth, as well as identify potential weaknesses to mitigate.","Run this foundational flight with your leadership team as a quarterly reset, or at a major inflection point.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/rob-plan-hero.jpg","When you have a clear vision for what you want to accomplish and a strategic path to get there, anything is possible. ","Growth Visioning Exercise","Achieving our company goals takes strategic vision, maniacal execution, and solid business management skills. This flight will help us identify our unfair advantages that will lead to growth, as well as identify potential weaknesses to mitigate.","60a6fd3ca18b470001ffbc3e",[852,23,23],"What white space are we addressing?",[854,855,856],"Identification of unfair advantages that lead to new opportunities for growth ","Ideas for how to increase growth","Identification of weaknesses and strategies to mitigate those and turn them into strengths",[51,570],{"_id":859,"status":6,"version":7,"createdDate":860,"createdUserId":9,"updatedUserId":10,"updatedDate":861,"name":862,"slug":863,"description":864,"instructions":226,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":147,"flightName":865,"flightDescription":866,"templateAuthorId":190,"questions":867,"insights":869,"categories":874},"60d38b489b314c0001df24c0","2021-06-23T19:28:08.000Z","2026-06-16T18:36:52.766Z","Re-entry from Remote Work Interview","remote-work-interview","Organizational psychologist Adam Grant believes that this moment of workplace re-entry is the perfect time to get actionable feedback on what your team members liked and did not like during lockdown, and what kind of workplace they want to return to. Similar to exit interviews, re-entry interviews can surface surprising insights into what employees really think of their workplace in a remote or hybrid setting. Use this flight to learn from your collective experience and co-create what the future of work looks like.","Re-entry from remote work interview","This moment of workplace re-entry is the perfect time for us to get actionable feedback on what you liked and did not like during lockdown, and what kind of workplace you want to return to. Similar to exit interviews, this re-entry discussion can help leadership determine what changes to make (or not make) as together we design a hybrid model tailored to our team’s wants and needs.",[868,23,23,23,23,23,23],"What have you done during COVID remote work that was worthwhile and important?",[870,871,872,873],"Learnings and reflections from fully remote work","Alignment on beneficial aspects of remote work, and strategies to apply those to a hybrid model","Alignment on drawbacks of remote work, and strategies to avoid those in a hybrid model","Tangible ways to collaborate and connect with hybrid colleagues",[768,137,95],{"_id":876,"status":6,"version":7,"createdDate":877,"createdUserId":9,"updatedUserId":10,"updatedDate":878,"name":879,"slug":880,"description":881,"instructions":882,"heroImageUrl":883,"thumbnailUrl":883,"authorQuote":884,"flightName":879,"flightDescription":885,"templateAuthorId":830,"questions":886,"insights":888,"categories":892},"60dba2585f3f3c0001d3f104","2021-06-29T22:44:40.000Z","2026-06-16T18:36:52.849Z","Go-to-Market Strategic Planning Post-COVID","gtm-post-covid","In 2020, businesses saw many notable shifts in consumer behavior—some of which were spurred by the pandemic, and others that were already taking hold and accelerated when in-person options were limited. Now, marketers must collaborate to build new go-to-market strategies that effectively and consistently reach the right audiences. Use this flight to reevaluate your strategies for reaching and satisfying consumers and identify new methods where necessary. ","Run this flight with your marketing team.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/carol-plan-hero.png","As we move forward, there’s this question of ‘what is the future of work’? And I’m so excited because we’re going to find new models where diverse groups are easier to reach, where it is much more inclusive.","In 2020, businesses saw many notable shifts in consumer behavior—some of which were spurred by the pandemic, and others that were already taking hold and accelerated when in-person options were limited. Now, marketers must collaborate to build new go-to-market strategies that effectively and consistently reach the right audiences. This flight will help us reevaluate our strategies for reaching and satisfying consumers and identify new methods where necessary.",[887,23,23],"How did our consumer’s preferences change during COVID? How did their expectations and engagement behaviors change?",[889,890,891],"Learnings and reflections from pre-, during-, and post-COVID marketing/GTM strategies","Clear changes in consumer behavior to address in updated strategies","Updated marketing strategies to reach the modern consumer",[177,217,95],{"_id":894,"status":6,"version":7,"createdDate":895,"createdUserId":9,"updatedUserId":10,"updatedDate":896,"name":897,"slug":898,"description":899,"instructions":900,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":901,"flightName":897,"flightDescription":902,"templateAuthorId":208,"questions":903,"insights":905,"categories":910},"60dbbed35f3f3c0001d3f10d","2021-06-30T00:46:11.000Z","2026-06-16T18:36:52.932Z","Establish Protocols and Norms for Hybrid Work","protocols-norms-hybrid-work","As companies find a balance between in-person and remote teams, leaders must look for ways to foster the social capital and cross-team collaboration that has driven workplace innovation for decades. Use this flight to prepare for how hybrid work will shift team dynamics, and identify opportunities for more productive and efficient workflows in a hybrid environment.","Run this flight with team members both onsite and remote.","Hybrid is a place we’ve never been before. It’s more complicated than any model we’ve had in the past, and we need to take the time to figure it out with intention. ","As our company finds a balance between in-person and remote teams, we must look for ways to foster the social capital and cross-team collaboration that’s been driving workplace innovation for decades. This flight will help us prepare for how hybrid work will shift our team dynamics and identify opportunities for more productive and efficient workflows in our new hybrid environment.",[904,23,23,23,23],"How can we engage with remote team members so nobody feels left out?",[906,907,908,909],"Ways in which hybrid work will most significantly impact team dynamics and company norms","Strategies to improve the perception of remote work","Strategies to streamline remote operations","Opportunities to facilitate better group dynamics and culture in a hybrid environment",[217,51,95],{"_id":912,"status":6,"version":7,"createdDate":913,"createdUserId":9,"updatedUserId":10,"updatedDate":914,"name":915,"slug":916,"description":917,"instructions":147,"heroImageUrl":918,"thumbnailUrl":918,"authorQuote":147,"flightName":919,"flightDescription":920,"templateAuthorId":149,"questions":921,"insights":923,"categories":925},"6165ceff00d96e000166e5ba","2021-10-12T18:07:59.000Z","2026-06-16T18:36:53.019Z","Set an Agenda","set-an-agenda","This flight will help you co-create an agenda with your team that speaks to the top-of-mind topics that your team wants to discuss.","https://balloon.app/images/balloon-team-thumb.png","Setting an Agenda","This flight will help us co-create an agenda that speaks to the top-of-mind topics that our team wants to discuss.",[922],"What should be added to the agenda for our upcoming #{XYZ meeting}? Please submit each suggestion separately.",[924],"Top-of-mind agenda items for your team to discuss",[137,94],{"_id":927,"status":6,"version":7,"createdDate":928,"createdUserId":9,"updatedUserId":10,"updatedDate":929,"name":930,"slug":931,"description":932,"instructions":933,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":930,"flightDescription":934,"templateAuthorId":563,"questions":935,"insights":937,"categories":941},"6179c13b7f7ccf0001d685d4","2021-10-27T21:14:35.000Z","2026-06-16T18:36:53.104Z","Market Research: Product/Service Usability","market-research-usability","Getting opinions and feedback directly from consumers about their interest in your product or service is a crucial part of market research. Use this template to help you engage customers to determine the usability of your product as well as offer insight into what would drive them to recommend this product.","Run this flight with your customers.","This template will help us determine the usability of our product as well as offer insight into what drives customers to recommend this product.",[936,23,23,23,23,23],"Why would you recommend this product to a friend or colleague?",[938,939,940],"Product feedback direct from active customers","Insight into where your customers position your product in the market","Reasons a customer would or would not recommend your product",[177],{"_id":943,"status":6,"version":7,"createdDate":944,"createdUserId":9,"updatedUserId":10,"updatedDate":945,"name":946,"slug":947,"description":948,"instructions":226,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":946,"flightDescription":949,"templateAuthorId":563,"questions":950,"insights":952,"categories":955},"6179c19f7f7ccf0001d685d5","2021-10-27T21:16:15.000Z","2026-06-16T18:36:53.190Z","Market Research for Competitive Analysis","market-research-competitive","Competitive analyses are valuable because they allow you to understand the landscape of your market and industry as well as where your company stands within it. Use this flight to identify what's working well for other companies in your industry, what your target audience is buying, and how you can distinguish yourself from the competition. ","Competitive analyses are valuable because they allow us to understand the landscape of our market and industry as well as where our company stands within it. This flight will help us identify what's working well for other companies in our industry, what our target audience is buying, and how we can distinguish ourselves from the competition. ",[951,23,23],"Where does our brand shine in comparison to our competitors?",[953,954],"Preliminary competitive analysis","Insight into content and strategies that are working for your direct competition",[177],{"_id":957,"status":6,"version":7,"createdDate":958,"createdUserId":9,"updatedUserId":10,"updatedDate":959,"name":960,"slug":961,"description":962,"instructions":963,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":964,"flightDescription":965,"templateAuthorId":563,"questions":966,"insights":968,"categories":970},"6179c32e7f7ccf0001d685d8","2021-10-27T21:22:54.000Z","2026-06-16T18:36:53.274Z","Validate an Intrapreneurship Idea","validate-intrapreneurship-idea","Once you have identified innovative ideas to push your organization forward, it’s important to vet these ideas for viability, brand alignment, and market fit. Delving further into the proposal to determine the validity will ensure that you move forward with the best ideas that fit your innovation goals and the needs of your customer. This flight will also help you determine next steps and identify champions within the organization who can help you bring these ideas to life.","Run this flight with your team once you have a proposed idea for intrapreneurship.","Validating an Intrapreneurship Idea","Delving further into new proposed ideas to determine the validity will ensure that we move forward with the best ideas that fit our innovation goals and the needs of our customer. This flight will also help us determine next steps and identify champions within the organization who can help us bring these ideas to life.",[967,23,23,23,23,23,23],"What is the business case for this product? ",[969],"Deeper insights into the viability and market fit for potential new products sparked by an intrapreneurship brainstorm",[116,51],{"_id":972,"status":6,"version":7,"createdDate":973,"createdUserId":9,"updatedUserId":10,"updatedDate":974,"name":975,"slug":976,"description":977,"instructions":978,"heroImageUrl":979,"thumbnailUrl":979,"authorQuote":980,"flightName":975,"flightDescription":981,"templateAuthorId":982,"questions":983,"insights":985,"categories":988},"624f45dcf7d8500001b9f0e4","2022-04-07T20:13:16.000Z","2026-06-16T18:36:53.358Z","Employee Engagement Focus Group","employee-engagement-focus-group","Cristina, Lauren, and Tiffany from TrueCar created this flight with the Balloon Team to surface candid feedback anonymously, delve deeper into issues across the company, and identify trends across 14 focus groups. Use this customer-created flight with your team to gain meaningful insight into how employees are feeling, and work toward collaborative solutions. ","Run this flight in your team, across your organization, or in place of traditional focus groups.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/truecar-plan-hero.jpg","Balloon really brought that psychological safety where people felt they could be honest, and it was a different process that allowed us to dig a layer deeper into feedback and have even better points of clarification.","This flight will help us surface candid and anonymous feedback around your experience, better understand how you are feeling, and work toward collaborative solutions. ","624f43c7f7d8500001b9f0e3",[984,23,23],"What is the most impactful action the leadership team could take to make you recommend our company/team as a great place to work?",[986,987],"Actions to improve employee experience","Areas for improvement and change",[72,30,369,137],{"_id":990,"status":6,"version":7,"createdDate":991,"createdUserId":9,"updatedUserId":10,"updatedDate":992,"name":993,"slug":994,"description":995,"instructions":996,"heroImageUrl":285,"thumbnailUrl":285,"authorQuote":997,"flightName":998,"flightDescription":999,"templateAuthorId":289,"questions":1000,"insights":1002,"categories":1006},"6026c9753bfbaf00015a7ace","2021-02-12T18:31:17.000Z","2026-06-16T18:36:53.441Z","Address Human Capital in Times of Change","human-capital-change","The pandemic has highlighted how every business must be prepared to make serious and immediate changes in their organization’s structure, operations, workforce, facilities, and supply chains. Any and all new changes require innovative solutions as well as clear and consistent direction from leadership, but successful implementation ultimately hinges on comprehensive support from the entire team. This flight will help you get a pulse on your team or organization around any recent widespread changes.","Run this flight a week or two after the initial implementation of any major changes. After three months, run this flight (or an edited version) again to check in again with your team.","Being smart today means making critical changes in your business before you have to.","Addressing Human Capital in Times of Change","The pandemic has highlighted how our business must be prepared to make serious and immediate changes in our organization’s structure, operations, workforce, facilities, and supply chains. Any and all new changes require innovative solutions as well as clear and consistent direction from leadership, but successful implementation ultimately hinges on comprehensive support from our entire team. This flight will help us get a pulse on your team or organization around any recent widespread changes.",[1001,23,23,23,23],"Our 3 most important goals are: (1) hanging on to our best people; (2) keeping our own spirits and our heads high; and (3) getting the results we need in order to retain the confidence and support of our customers. What would you add? What have we missed? ",[1003,1004,1005],"Clear concerns and outstanding questions from your team","Levels of interest, commitment, and enthusiasm from the team members","Potential strengths and weaknesses of the changes being implemented",[480,217,30,137],{"_id":1008,"status":6,"version":7,"createdDate":1009,"createdUserId":9,"updatedUserId":10,"updatedDate":1010,"name":1011,"slug":1012,"description":1013,"instructions":1014,"heroImageUrl":378,"thumbnailUrl":378,"authorQuote":1015,"flightName":1016,"flightDescription":1017,"templateAuthorId":382,"questions":1018,"insights":1020,"categories":1026},"60303c7a3bfbaf00015a7b50","2021-02-19T22:32:26.000Z","2026-06-16T18:36:53.525Z","Cultivate Belonging","cultivating-belonging","In the workplace, belonging is the measure of how much an employee feels connected to and prideful of your mission, believes that their individual work is contributing to this mission, and feels that they can bring their true self to this community. Belonging is not only good for morale, it’s good for business: Team members who feel connected and believe that their work has an impact are more likely to be motivated and committed to success. This flight will help you evaluate the level of belonging that your employees feel on your team and surface actionable feedback for increasing belonging in the workplace. ","Use this flight company-wide.","Belonging is that feeling of connectedness and sense of support in your role, and it’s the filter you have to pass before you can produce, innovate, create, and really work in harmony.","Cultivating Belonging","A sense of belonging is essential to creativity and innovation. It is a measure of how much we feel connected to and prideful of our mission, and believe that our individual work contributes to this mission and that we can bring our true self to this community. This flight will help us evaluate the level of belonging that we feel on our team and surface actionable feedback for increasing belonging in the workplace. ",[1019,23,23,23,23],"What is the biggest driver of your sense of belonging in the workplace?",[1021,1022,1023,1024,1025],"Drivers for employee belonging ","Factors that influence your company’s ability to create a sense of belonging","Ideas for making employees feel more comfortable and connected","Alignment between individual and organizational objectives","Ways to promote supporting employees with different needs, i.e. parents",[137,29,30],{"_id":1028,"status":6,"version":7,"createdDate":1029,"createdUserId":9,"updatedUserId":10,"updatedDate":1030,"name":1031,"slug":1032,"description":1033,"instructions":1034,"heroImageUrl":60,"thumbnailUrl":60,"authorQuote":1035,"flightName":1031,"flightDescription":1036,"templateAuthorId":64,"questions":1037,"insights":1039,"categories":1043},"603332103bfbaf00015a7b56","2021-02-22T04:24:48.000Z","2026-06-16T18:36:53.610Z","Change Management and Team Alignment","change-management","No matter your industry, improvement requires updates, and updates require change. From sweeping, company-wide changes to minute, individual changes and everything in between, successfully implementing new initiatives or workflows to improve your organization will take clear, consistent leadership. Run this flight with relevant teams or your entire company to optimize change management from the top down.","Run this flight with relevant teams or your entire company within two days of implementing new initiatives or workflows in order to optimize change management from the top down.","My belief is that success breeds success. Whatever job you take, knock the socks off that job. It will lead to something else.","Even small changes to workflow or protocol can create unnecessary road blocks for team members if the team is not on the same page. Align with your team on the transition to ensure everything runs smoothly as you update your best practices.",[1038,23,23,23],"As we move forward, what should we be considering about implementation, rollout, project management, timeline, etc.?",[1040,1041,1042],"Clear causes, vision, and objectives for change","Operational efficiencies to capitalize on during the change process","Challenges and opportunities for particular functions that may be affected",[72,73,480],{"_id":1045,"status":6,"version":7,"createdDate":1046,"createdUserId":9,"updatedUserId":10,"updatedDate":1047,"name":1048,"slug":1049,"description":1050,"instructions":1051,"heroImageUrl":82,"thumbnailUrl":82,"authorQuote":1052,"flightName":1048,"flightDescription":1053,"templateAuthorId":86,"questions":1054,"insights":1056,"categories":1059},"6033e46d3bfbaf00015a7b5e","2021-02-22T17:05:49.000Z","2026-06-16T18:36:53.696Z","Distributed Decision-Making Among Managers","distributed-decision-making","Leaders of distributed teams must focus on sustaining alignment without the advantage of in-person interactions. This includes ensuring that every team member is aware of new workflows and has access to pertinent data and information in order to ensure that everyone can agree and follow-through on decisions. Use this flight to help you improve your team’s strategy for these updated processes.","First, run the Determining Your Distributed Work Level of Autonomy flight and the corresponding Advancing Your Level of Autonomy flight based on your results. Then, run this flight with your leadership team, including managers and other Operations decision-makers.","How do we allow people autonomy? You create a culture of accountability.","Leaders of distributed teams must focus on sustaining alignment without the advantage of in-person interactions. This includes ensuring that every team member is aware of new workflows and has access to pertinent data and information in order to ensure that everyone can agree and follow-through on decisions. This flight will help us improve our team’s strategy for these updated processes.",[1055,23,23,23],"How can we better model the type of distributed work process we want our teams to follow?",[1057,1058],"Ideas to to align managers on response to and implementation of employee feedback","Your leaders’ best qualities that may be affected by remote work ",[94,72,480,95],{"_id":1061,"status":6,"version":7,"createdDate":1062,"createdUserId":9,"updatedUserId":10,"updatedDate":1063,"name":1064,"slug":1065,"description":1066,"instructions":1067,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":417,"flightName":1068,"flightDescription":1069,"templateAuthorId":208,"questions":1070,"insights":1072,"categories":1075},"6034030f3bfbaf00015a7b7d","2021-02-22T19:16:31.000Z","2026-06-16T18:36:53.782Z","Align on a Joint Venture","aligning-on-joint-venture","Because they require a high degree of cooperation and strategic alignment by both parties, joint ventures are extremely complex and often fail. Without these requisite qualities, deals will sour before they are completed. This flight will help the stakeholders on both sides align on why and how best to join your businesses, setting a solid foundation for a long-lasting partnership.","Run this flight with stakeholders from both sides of the deal.","Aligning on a Joint Venture","Because they require a high degree of cooperation and strategic alignment by both parties, joint ventures are extremely complex. This flight will help the stakeholders on both sides align on why and how best to join our businesses, setting a solid foundation for a long-lasting partnership.",[1071,23,23,23,23,23,23,23],"Why are we in business together? What are the strategic objectives for the joint venture?",[1073,1074],"Alignment on how to proceed with a joint venture","Ideas of how to structure a joint venture",[28,72,480,137,51,136],{"_id":1077,"status":6,"version":7,"createdDate":1078,"createdUserId":9,"updatedUserId":10,"updatedDate":1079,"name":1080,"slug":1081,"description":1082,"instructions":226,"heroImageUrl":434,"thumbnailUrl":434,"authorQuote":1083,"flightName":1084,"flightDescription":1085,"templateAuthorId":438,"questions":1086,"insights":1088,"categories":1092},"60358a928bb0bd0001b4a5b5","2021-02-23T23:06:58.000Z","2026-06-16T18:36:53.866Z","Turn Being Underestimated into an Advantage","underestimated-to-advantage","Underestimated groups often suffer from imposter syndrome in part because they are perceived as and treated as imposters by their industry. That said, perception is not reality. Developed for undercapitalized teams, startups, entrepreneurs, and intrapreneurs, this flight will help you understand how to turn being underestimated into a powerful advantage, as well as how to move forward with your ambitions with intention.","Getting a no is not a surprise. You can repurpose it. You can change the way you think about something and then you have leverage.","Turn Being Underestimated into Our Biggest Advantage","Underestimated groups often suffer from imposter syndrome in part because they are perceived as and treated as imposters by their industry. That said, perception is not reality. This flight will help us understand how to turn being underestimated into a powerful advantage, as well as how to move forward with our ambitions with intention. ",[1087,23,23,23],"How are we underestimated? How can we flip the script and use that to our advantage?",[1089,1090,1091],"Ways to use being underestimated to your company’s advantage","Ideas for next steps and pushing through barriers","Alignment on what your team will do with an audience",[72,137,570,51,1093],"Featured",{"_id":1095,"status":6,"version":7,"createdDate":1096,"createdUserId":9,"updatedUserId":10,"updatedDate":1097,"name":1098,"slug":1099,"description":1100,"instructions":1101,"heroImageUrl":1102,"thumbnailUrl":1102,"authorQuote":1103,"flightName":1104,"flightDescription":1105,"templateAuthorId":1106,"questions":1107,"insights":1109,"categories":1113},"6036b05aca1096000119479b","2021-02-24T20:00:26.000Z","2026-06-16T18:36:53.950Z","Develop an Inclusive Job Description","developing-inclusive-job-descriptions","Let’s write a job description that includes the key criteria that matter most for the role we’re hiring for, and pay particular attention to the language we use so we have the widest pool of applicants to get the best person for our team. Job descriptions have more influence on hiring than you might think. In fact, there is significant evidence that reveals gender bias against women and minorities in most JDs. Aligning as a team on a JD that mitigates unconscious bias will help us in our diversity and inclusion goals. ","Run this flight with People, HR, or other hiring teams to write the key criteria for the next position you’re hiring for. ","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/sally-plan-hero.png","There is no diversity without inclusion.","Developing an Inclusive Job Description","Job descriptions have a significant influence on hiring. In fact, there is evidence that reveals gender bias against women and minorities in most JDs. Aligning as a team on a JD that mitigates unconscious bias will help us in our diversity and inclusion goals. In this flight, we’ll brainstorm the best ways to approach JD creation for a specific position as we strive to create a powerful and truly inclusive team. ","6036afd0ca1096000119479a",[1108,23,23,23],"What are top criteria should be included in “skills and experience”? (please enter each one as a separate line so we can pump up the balloons individually) ",[1110,1111,1112],"Criteria necessary to build inclusive job descriptions for individual positions","Ideas to include from the candidate’s perspective","Consideration of how you phrase things on the job description to avoid unconscious bias",[29,30,276],{"_id":1115,"status":6,"version":7,"createdDate":1116,"createdUserId":9,"updatedUserId":10,"updatedDate":1117,"name":1118,"slug":1119,"description":1120,"instructions":488,"heroImageUrl":165,"thumbnailUrl":165,"authorQuote":1121,"flightName":1122,"flightDescription":1123,"templateAuthorId":511,"questions":1124,"insights":1126,"categories":1131},"604695a1b96acc0001ed8d30","2021-03-08T21:22:41.000Z","2026-06-16T18:36:54.036Z","Scale Operations during Rapid Growth","scale-operations-during-growth","Periods of rapid growth come with lots of benefits—and just as many challenges. From filling new roles to adjusting established workflows, scaling operations is one of the most vital components of success during this time. This flight will help your leadership team align on important aspects of your trajectory as you expand.","Successful scaling really comes down to one thing. You have to know the right questions to ask.","Scaling Operations During Rapid Growth","Periods of rapid growth come with lots of benefits—and just as many challenges. From filling new roles to adjusting established workflows, scaling operations is one of the most vital components of success during this time. This flight will help our leadership team align on important aspects of our trajectory as we expand.",[1125,23,23,23,23],"What can we start doing today as a leadership team to ensure that we have a solid operating plan as we grow?",[1127,1128,1129,1130],"An outline for a well-established operating plan","Necessary hires for delegation and execution during rapid growth","Degree of clarity on the company’s mission and vision ","Ideas for an achievement system to track progress and goals ",[480,51,94,276,72,28],{"_id":1133,"status":6,"version":7,"createdDate":1134,"createdUserId":9,"updatedUserId":10,"updatedDate":1135,"name":1136,"slug":1137,"description":1138,"instructions":1139,"heroImageUrl":1140,"thumbnailUrl":1140,"authorQuote":1141,"flightName":1136,"flightDescription":1142,"templateAuthorId":1143,"questions":1144,"insights":1146,"categories":1150},"6054e8f43573a300012f8608","2021-03-19T18:09:56.000Z","2026-06-16T18:36:54.124Z","Content Brainstorm","content-brainstorm","For any early-stage company, generating inbound leads while reducing costs is key, and oftentimes this means a heavy focus on early brand development and audience engagement.  Use this customer-created flight to open up a discussion around how to generate online buzz and use content in a smart and efficient way, execute on new content proposals, develop a brand voice, and build out a comprehensive content strategy.","Run this flight with your marketing and content teams.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/gabe-plan-hero.jpg","It was really fun to see big ideas surface from a small team, get excited about those dreams together, then distill them into practical ways to take action.","For our company, generating inbound leads while reducing costs is key, and this means a heavy focus on early brand development and audience engagement. This flight will help us open up a discussion around how to generate online buzz and use content in a smart and efficient way, execute on new content proposals, develop a brand voice, and build out a comprehensive content strategy.","6054e7bf3573a300012f8607",[1145,23,23,23],"What is our dream list of people or outlets who could spread the word about our work? (Dream big!)",[1147,1148,1149],"Innovative content ideas","Media strategy and outlets to target","Content strategy",[116,51,177],{"_id":1152,"status":6,"version":7,"createdDate":1153,"createdUserId":9,"updatedUserId":10,"updatedDate":1154,"name":1155,"slug":1156,"description":1157,"instructions":1158,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":23,"flightName":1155,"flightDescription":1159,"templateAuthorId":149,"questions":1160,"insights":1162,"categories":1166},"60a6e14ea18b470001ffbc34","2021-05-20T22:23:10.000Z","2026-06-16T18:36:54.208Z","Optimize Onboarding: Blue Sky Questions","onboarding-blue-sky-questions","Use this flight to challenge your group to think from a big-picture perspective with these blue sky questions around your onboarding process. "," Choose the questions that you want to ask from this list of questions. Split into multiple flights if you want to use the whole list! ","This flight will help us challenge our group to think from a big-picture perspective with these blue sky questions around the new hire onboarding process. ",[1161,23,23,23,23,23,23],"During onboarding, what is the one word we want our new employees to use when describing our company? ",[1163,1164,1165],"Big ideas to improve new hire onboarding process","The most and least impactful elements of current onboarding process","One core value your onboarding process should evoke",[30,276,480],{"_id":1168,"status":6,"version":7,"createdDate":1169,"createdUserId":9,"updatedUserId":10,"updatedDate":1170,"name":1171,"slug":1172,"description":1173,"instructions":524,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":147,"flightName":1171,"flightDescription":1174,"templateAuthorId":149,"questions":1175,"insights":1177,"categories":1179},"60a6e301a18b470001ffbc38","2021-05-20T22:30:25.000Z","2026-06-16T18:36:54.297Z","Optimize Onboarding: From Offer to Start Date","optimize-onboarding-offer-to-start","During the time between an acceptance and the start date, you want to do everything you can to reinforce a candidate’s choice to join your company and make them feel a part of your team. This flight will help you identify ways to connect with your new hires before they get to work.","This flight will surface ideas to connect with new hires, reinforce their choice to join our company, and make them feel a part of the team before they get to work.",[1176,23,23,23],"How can we make new employees feel welcome and connected to the company even before their start date?",[1178],"Strategies to connect with new hires and reinforce their decision to join the company",[276,30],{"_id":1181,"status":6,"version":7,"createdDate":1182,"createdUserId":9,"updatedUserId":10,"updatedDate":1183,"name":1184,"slug":1185,"description":1186,"instructions":524,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":147,"flightName":1184,"flightDescription":1187,"templateAuthorId":149,"questions":1188,"insights":1190,"categories":1194},"60a6e368a18b470001ffbc39","2021-05-20T22:32:08.000Z","2026-06-16T18:36:54.383Z","Optimize Onboarding: Day One","optimize-onboarding-day-one","A new hire’s first day sets the tone for their employee experience and should validate their decision to accept the offer. Use this flight to design the right first-day plan and ensure the new environment makes the right first impression. ","This flight will help us design the right first-day plan for new hires.",[1189,23,23,23,23,23],"What do we want a new employee’s first day to be like?",[1191,1192,1193],"Company values to emphasize on a new team member’s first day","Opportunities for meaningful interactions","Ways to create a productive first-day experience",[276,30],{"_id":1196,"status":6,"version":7,"createdDate":1197,"createdUserId":9,"updatedUserId":10,"updatedDate":1198,"name":1199,"slug":1200,"description":1201,"instructions":524,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":147,"flightName":1199,"flightDescription":1202,"templateAuthorId":149,"questions":1203,"insights":1205,"categories":1208},"60a6e44ba18b470001ffbc3a","2021-05-20T22:35:55.000Z","2026-06-16T18:36:54.469Z","Optimize Onboarding: Beyond Day One","optimize-onboarding-beyond-day-one","New hires will acclimate and engage at different rates, so onboarding should support them both tactically and culturally as they acclimate to the company. Use this flight to build out an ongoing onboarding process beyond day one that will result in engaged, productive team members in the long term.","This flight will help us build out an ongoing onboarding process beyond day one that will result in engaged, productive team members in the long term.",[1204,23,23,23,23],"How might we extend our onboarding process beyond day one?",[1206,1207],"Ways to extend onboarding process beyond day one","Optimal length for entire onboarding process",[276,30,369],{"_id":1210,"status":6,"version":7,"createdDate":1211,"createdUserId":9,"updatedUserId":10,"updatedDate":1212,"name":1213,"slug":1214,"description":1215,"instructions":882,"heroImageUrl":883,"thumbnailUrl":883,"authorQuote":1216,"flightName":1213,"flightDescription":1217,"templateAuthorId":830,"questions":1218,"insights":1220,"categories":1225},"60dba2e85f3f3c0001d3f105","2021-06-29T22:47:04.000Z","2026-06-16T18:36:54.553Z","Marketing Team Remote-to-Hybrid Reflection","marketing-hybrid-reflection","The pandemic forced businesses to create and adapt to new marketing techniques. Both businesses and consumers have had to go digital in a massive way—and what began as a crisis solution has become the new normal, which has big implications for how marketing teams must approach their strategies and tactics. Use this flight to articulate and explore learnings from this shift, and determine how your marketing team can function better than ever in the new normal.","I have found video meetings to be a leveler. You can’t see who has positional power and there’s a much more democratic way of participating in meetings. As we move forward, we need to find a new way to ensure that we have diversity of thought in our conversations.","The pandemic forced businesses to create and adapt to new marketing techniques. Both businesses and consumers have had to go digital in a massive way—and what began as a crisis solution has become the new normal, which has big implications for how marketing teams must approach their strategies and tactics. This flight will help us articulate and explore learnings from this shift, and determine how our marketing team can function better than ever in the new normal.",[1219,23,23],"What worked well in a remote setting that we need to continue in a hybrid environment?",[1221,1222,1223,1224],"Audit of pre-, during-, and post-COVID marketing strategies","Audit of current KPIs/benchmarks","Updated KPIs for a modern hybrid structure","Benefits of both on-site and remote marketing efforts, and ideas to adapt these to a hybrid model",[177,217,218,95],{"_id":1227,"status":6,"version":7,"createdDate":1228,"createdUserId":9,"updatedUserId":10,"updatedDate":1229,"name":1230,"slug":1231,"description":1232,"instructions":900,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":1233,"flightName":1234,"flightDescription":1235,"templateAuthorId":208,"questions":1236,"insights":1238,"categories":1241},"60dbb06a5f3f3c0001d3f108","2021-06-29T23:44:42.000Z","2026-06-16T18:36:54.637Z","Foster Spontaneous Connection","foster-spontaneous-connection","In the office, spontaneous interactions were everywhere: at the coffeemaker, the bathroom sinks, the hall, the sandwich joint next door. Then, we went fully remote and lost these unplanned moments of connection. As companies balance a mix of in-person and remote teams, it is important to create space for spontaneity and avoid creating siloed teams. Use this flight to find ways to foster the spontaneous idea-sharing that has driven workplace innovation for decades.","We used to meet at the coffee pot, bathroom, in the hall, at the sandwich joint. Then we went fully remote and all but lost those spontaneous interactions. We need to invent spontaneity in the bifurcated world. ","Fostering Spontaneous Connection","In the office, spontaneous interactions were everywhere: at the coffeemaker, the bathroom sinks, the hall, the sandwich joint next door. Then, we went fully remote and lost these unplanned moments of connection. As companies balance a mix of in-person and remote teams, it is important to create space for spontaneity and avoid creating siloed teams. This flight will help us find ways to foster the spontaneous idea-sharing that has driven workplace innovation for decades.",[1237,23,23,23],"There are interactions that happen only in an in-person setting that are lost in a virtual-only environment. How can we simulate this sort of interaction and how can we create time to be spontaneous? (e.g. Should teams be tuned in (on Zoom) all day so you can just “turn around” and start a conversation? Is that too creepy?)  ",[1239,1240],"Tangible ways in which spontaneous connection and interaction impact your workplace","Recommendations for how to build casual spontaneity into your hybrid environment",[30,137,95],{"_id":1243,"status":6,"version":7,"createdDate":1244,"createdUserId":9,"updatedUserId":10,"updatedDate":1245,"name":1246,"slug":1247,"description":1248,"instructions":1249,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":1250,"flightName":1246,"flightDescription":1251,"templateAuthorId":208,"questions":1252,"insights":1254,"categories":1258},"60dbb2d45f3f3c0001d3f10b","2021-06-29T23:55:00.000Z","2026-06-16T18:36:54.740Z","Leadership Decisions for a Hybrid Workplace","hybrid-leadership-decisions","As companies begin to establish hybrid environments, senior leadership teams need to rethink every part of their businesses. Teams aren’t just coming back to work—they’re entering a whole new way of thinking and doing. Leadership must reimagine the norms and remain open-minded while they iterate. Use this flight to confront the challenges that hybrid work presents, from performance evaluations and employee engagement, to personal connections and office design. ","Run this flight with company leadership.","Senior leadership needs to think about every part of the business. We’re not just coming back to work, we’re entering a whole new way of thinking and doing. This is a new normal and it’s up to us to create the norms. Nothing is sacrosanct. We need wide open minds.","As we begin to establish a hybrid environment, our leadership is rethinking every part of our business. We aren’t just coming back to work—we’re entering a whole new way of thinking and doing. Here, leadership must reimagine our company expectations and remain open-minded while we iterate. This flight will help us confront the challenges that hybrid work presents, from performance evaluations and employee engagement, to personal connections and office design. ",[1253,23,23,23,23,23],"Should we dedicate a role to figuring out a solution to hybrid work? ",[1255,1256,1257],"Ideas for how to increase engagement and connection on your hybrid teams","Adjusted metrics and KPIs for gauging your team’s success in a hybrid environment","Evaluate the possibility of a dedicated hybrid management team or role",[217,28,72,95],{"_id":1260,"status":6,"version":7,"createdDate":1261,"createdUserId":9,"updatedUserId":10,"updatedDate":1262,"name":1263,"slug":1264,"description":1265,"instructions":147,"heroImageUrl":918,"thumbnailUrl":918,"authorQuote":147,"flightName":1263,"flightDescription":1266,"templateAuthorId":149,"questions":1267,"insights":1269,"categories":1271},"6165c94900d96e000166e5b2","2021-10-12T17:43:37.000Z","2026-06-16T18:36:54.823Z","Brainstorm Ideas","brainstorm-ideas","This flight will help you surface new ideas and prioritize the most high-impact, supported ideas to move forward with.","This flight will help us surface new ideas around [XYZ] and prioritize the most high-impact, supported ideas to move forward with.",[1268],"What ideas or solutions do you have for #{XYZ project}? Please enter each idea separately.",[1270],"High-impact new ideas to pursue around an initiative or project",[28,116],{"_id":1273,"status":6,"version":7,"createdDate":1274,"createdUserId":9,"updatedUserId":10,"updatedDate":1275,"name":1276,"slug":1277,"description":1278,"instructions":147,"heroImageUrl":918,"thumbnailUrl":918,"authorQuote":147,"flightName":1276,"flightDescription":1279,"templateAuthorId":149,"questions":1280,"insights":1282,"categories":1284},"6165cd1c00d96e000166e5b6","2021-10-12T17:59:56.000Z","2026-06-16T18:36:54.905Z","Plan and Prioritize","plan-and-prioritize","This flight will help you kick-start your planning process and identify high-impact ideas to prioritize over whatever time frame you choose.","This flight will help us kick-start your planning process and identify high-impact ideas to prioritize over the next [time frame].",[1281],"What ideas should we consider prioritizing over the next #{time frame}? What impact would it have on our business?",[1283],"High-impact ideas to prioritize as you kick-start your planning process",[51],{"_id":1286,"status":6,"version":7,"createdDate":1287,"createdUserId":9,"updatedUserId":10,"updatedDate":1288,"name":1289,"slug":1290,"description":1291,"instructions":226,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":1292,"flightDescription":1293,"templateAuthorId":563,"questions":1294,"insights":1296,"categories":1300},"6179ae667f7ccf0001d685d1","2021-10-27T19:54:14.000Z","2026-06-16T18:36:54.989Z","Understand Customer Wants and Needs","understand-customer-wants","Keeping your customer’s needs at the heart of each decision is essential to building innovative products and companies, and finding disruption in unexpected places. Making decisions based on consumer data is the best way to understand how to shape your product to best suit the wants and needs of your target audience. Use this flight to hone in on how to best serve your customers in a way that fits their personas, habits, and lifestyles. ","Understanding Customer Wants and Needs","Keeping our customer’s needs at the heart of each decision is essential to building innovative products and companies, and finding disruption in unexpected places. Making decisions based on consumer data is the best way to understand how to shape our product to best suit the wants and needs of our target audience. This flight will help us hone in on how to best serve our customers in a way that fits their personas, habits, and lifestyles. ",[1295,23,23,23,23],"What does our consumer want? ",[1297,1298,1299],"Clear customer persona profiles","Customer wants and needs","Ways to create loyalty and viral word-of-mouth behavior",[177],{"_id":1302,"status":6,"version":7,"createdDate":1303,"createdUserId":9,"updatedUserId":10,"updatedDate":1304,"name":1305,"slug":1306,"description":1307,"instructions":1308,"heroImageUrl":1309,"thumbnailUrl":1309,"authorQuote":147,"flightName":1305,"flightDescription":1310,"templateAuthorId":1311,"questions":1312,"insights":1314,"categories":1319},"6201b85d4e68ca00010dfc49","2022-02-08T00:25:01.000Z","2026-06-16T18:36:55.075Z","Offsite Work Session and Planning","offsite-work-session","The key to a successful team offsite is planning ahead. To help their team at MT Copeland organize an effective offsite, Gabe and Lauren ran this 12-question flight to surface reflections on the last year and its processes as well as uncover ideas for future improvements. Use this flight to better understand business priorities (opportunities, pain points, and future planning) as well as priorities to better serve your team.","Run this flight and share the agenda ahead of your next team offsite. You can also split up into separate “offsite pre-planning” and offsite work-session flights around “how we work,” “our customers,” “the next three months.”","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/gabe-lauren-plan-hero.jpg","The key to a successful team offsite is planning ahead. This flight will help us organize an effective offsite that is focused and hits on what’s most important to our team as a whole, as well as better understand business priorities (opportunities, pain points, and future planning) as well as priorities to better serve our team.","6201b74e4e68ca00010dfc44",[1313,23,23,23,23,23,23,23,23,23,23,23],"Any feedback on the agenda? Macro topics you hope that we will cover?",[1315,1316,1317,1318],"Identification of conversation topics and goals for the offsite","Agenda feedback and additional agenda items to cover","Opportunities and risks team members see for the company ","Solutions for better serving employees and customers",[72,218,137],{"_id":1321,"status":6,"version":7,"createdDate":1322,"createdUserId":9,"updatedUserId":10,"updatedDate":1323,"name":1324,"slug":1325,"description":1326,"instructions":488,"heroImageUrl":1327,"thumbnailUrl":1327,"authorQuote":147,"flightName":1328,"flightDescription":1329,"templateAuthorId":1330,"questions":1331,"insights":1333,"categories":1338},"62699432f7d8500001b9f0ec","2022-04-27T19:06:26.000Z","2026-06-16T18:36:55.160Z","Web3: Where Should You Start?","web3-where-should-you-start","A lot of companies right now are wondering: How can companies experiment with or fold Web3 ideas into their services to stay relevant? Shira Stember, Web3 insider and COO of Snickerdoodle Labs — a company that is using blockchain technology to build a platform to reimagine the relationships between people, brands, and data — recommends asking these questions to your team to figure out your path to onboard to Web3.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/shira-plan-hero.jpg","Web3: Where Should We Start?","How can companies experiment with or fold Web3 ideas into their services to stay relevant? These questions from Shira Stember, Web3 insider and COO of Snickerdoodle Labs, will help us jumpstart this conversation and identify whether Web3 is an opportunity for us.","62699198f7d8500001b9f0eb",[1332,23,23,23,23,23,23,23,23],"How do you define Web3? What does Web3 mean to you?",[1334,1335,1336,1337],"Pros and cons to experimenting in Web3","Web3 experiments for your business to try","Ways your corporate vision aligns with Web3 ethos","How competitors are using Web3",[116,51,136,72],{"_id":1340,"status":6,"version":7,"createdDate":1341,"createdUserId":9,"updatedUserId":10,"updatedDate":1342,"name":1343,"slug":1344,"description":1345,"instructions":1346,"heroImageUrl":265,"thumbnailUrl":265,"authorQuote":1347,"flightName":1348,"flightDescription":1349,"templateAuthorId":268,"questions":1350,"insights":1352,"categories":1355},"6025da1b3bfbaf00015a7abf","2021-02-12T01:30:03.000Z","2026-06-16T18:36:55.249Z","Sharpen Your Elevator Pitch","sharpening-your-pitch","An elevator pitch is critical to the growth of your business. This pitch is a description of your company or idea that quickly conveys your value to external parties. This flight will help you ensure your elevator pitch is tight, clear, and consistently convincing so you can pitch investors and gain new clients with confidence every time.","Run this flight with your venture’s executive and leadership teams.","Lean in to your authentic style and self and you’ll find the right investors with your pitch. I had hundreds of “no”s before I got “yes”s. But the partners that really did understand me and get me were incredibly valuable.","Sharpening Our Elevator Pitch","The elevator pitch is critical to the growth of our business. This pitch is a description of our company or idea that quickly conveys our value to external parties. This flight will help us ensure our elevator pitch is tight, clear, and consistently convincing so we can pitch investors and gain new clients with confidence every time.",[1351,23,23,23],"Describe our company in one phrase (Ex. Balloon, a collaboration platform, etc. etc.).",[1353,1354],"Concise, impactful elevator pitch ","Your company’s core values",[177,72,570,51,137],{"_id":1357,"status":6,"version":7,"createdDate":1358,"createdUserId":9,"updatedUserId":10,"updatedDate":1359,"name":1360,"slug":1361,"description":1362,"instructions":738,"heroImageUrl":265,"thumbnailUrl":265,"authorQuote":1363,"flightName":1364,"flightDescription":1365,"templateAuthorId":268,"questions":1366,"insights":1368,"categories":1372},"6025dcf03bfbaf00015a7ac0","2021-02-12T01:42:08.000Z","2026-06-16T18:36:55.332Z","Prepare for Potential Roadblocks","preparing-for-roadblocks","Roadblocks come in various forms, whether it be functional alignment or budgetary constraints. It is important to address all potential challenges as you begin to execute a new project. Run this flight with your team to identify any potential roadblocks and timesucks, and strategize how to circumvent them if they come your way.","I’ve learned to look at mistakes with a new lens: as lessons. This is actually a really important part of the process of developing your gut as an entrepreneur.","Preparing for Potential Roadblocks","Roadblocks come in various forms, whether it be functional alignment or budgetary constraints. It is important for us to address all potential challenges as we begin to execute a new project. This flight will help us identify any potential roadblocks and timesucks and strategize how to circumvent them if they come our way.",[1367,23,23,23],"What roadblocks do you expect to encounter during this project?",[1369,1370,1371],"Potential issues that could derail the project","Strategies to avoid possible pitfalls","Strong team alignment as you begin the project",[50,94,480],{"_id":1374,"status":6,"version":7,"createdDate":1375,"createdUserId":9,"updatedUserId":10,"updatedDate":1376,"name":1377,"slug":1378,"description":1379,"instructions":1380,"heroImageUrl":1381,"thumbnailUrl":1381,"authorQuote":1382,"flightName":1383,"flightDescription":1384,"templateAuthorId":1385,"questions":1386,"insights":1388,"categories":1392},"6025e7df3bfbaf00015a7ac4","2021-02-12T02:28:47.000Z","2026-06-16T18:36:55.418Z","Assess Employee Perception of Voice","assessing-employee-voice","Dr. Burris’ main area of research is a concept called employee voice, or the communication of opinions, ideas, and suggestions from team members and the likelihood of their implementation by higher-ups. For managers, it is critical to create a culture in which employees feel not only confident in voicing their opinions but also that their ideas are valued. By gathering candid feedback directly from your team, this flight will help you assess the state of employee voice in your company. ","Run this flight with your team or organization. Preface this flight by asking participants to be honest in their answers, and honor their honesty by taking action based on the results of this flight.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/ethan-plan-hero.png","Look at listening to your employees as an ecosystem.","Assessing Employee Perception of Voice","Dr. Ethan Burris’ main area of research is a concept called employee voice, or the communication of opinions, ideas, and suggestions from team members and the likelihood of their implementation by higher-ups. As leaders of our organization, it is critical for us to create a culture in which you feel not only confident in voicing your opinions, but also that your ideas are valued when you share them. With your honest responses to the following questions, this flight will help us assess the state of employee voice in our organization and, afterwards, take action to improve it. ","6025e9dc3bfbaf00015a7ac6",[1387,23,23,23,23,23],"How comfortable do you feel voicing new or possibly controversial ideas at work? ",[1389,1390,1391],"A clear assessment of your employees’ perception of voice at your organization","Ideas to improve psychological safety and encourage employees to speak up","Feedback for leaders on team management",[30,137],{"_id":1394,"status":6,"version":7,"createdDate":1395,"createdUserId":9,"updatedUserId":10,"updatedDate":1396,"name":1397,"slug":1398,"description":1399,"instructions":1400,"heroImageUrl":1401,"thumbnailUrl":1401,"authorQuote":1402,"flightName":1397,"flightDescription":1403,"templateAuthorId":1404,"questions":1405,"insights":1407,"categories":1410},"6026c5c33bfbaf00015a7ac9","2021-02-12T18:15:31.000Z","2026-06-16T18:36:55.504Z","The “Hotshot” Test","the-hotshot-test","Kat’s rise from waitress to COO can be attributed in part to what she calls The Hotshot Rule. Imagine someone you admire is in your job tomorrow: What would they do differently? What is the first thing they would see that they can improve? Why can’t that be you? How can you implement that in your role today? It’s easy to get complacent, but a fresh perspective can reset and remotivate us to tackle opportunities with day-one energy.  Use this flight to ensure your practices and workflows are continuously improved and optimized for disruption.","Run this flight with a small team on a quarterly basis.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/kat-plan-hero.png","We can be blinded by our own progress and delay action on obvious issues because, when you’ve been in a role for a while, you can lose that sense of urgency. But when I look at it through new eyes, I see my world differently.","Kat’s rise from waitress to COO can be attributed in part to what she calls The Hotshot Rule. Imagine someone you admire is in your job tomorrow: What would they do differently? What is the first thing they would see that they can improve? Why can’t that be you? How can you implement that in your role today? It’s easy to get complacent, but a fresh perspective can reset and remotivate us to tackle opportunities with day-one energy. We will use this flight to ensure our practices and workflows are continuously improved and optimized for disruption.","6026c6d83bfbaf00015a7acb",[1406,23,23],"If a “hotshot” were in your job tomorrow, what do you think they would do differently?",[1408,1409],"Opportunities for personal and team development","Indicators of coming disruption",[116,480,390,94,1093],{"_id":1412,"status":6,"version":7,"createdDate":1413,"createdUserId":9,"updatedUserId":10,"updatedDate":1414,"name":1415,"slug":1416,"description":1417,"instructions":226,"heroImageUrl":1401,"thumbnailUrl":1401,"authorQuote":1418,"flightName":1419,"flightDescription":1420,"templateAuthorId":1404,"questions":1421,"insights":1423,"categories":1426},"6026c66c3bfbaf00015a7aca","2021-02-12T18:18:20.000Z","2026-06-16T18:36:55.592Z","Identify Strategic Blindspots","identifying-blindspots","Because they’re closest to the on-the-ground action, employees often recognize the need for change long before a leader does. And as a leader, one of the most important aspects of your job is to distill the feedback from your team members into actionable solutions. With this flight, your team will help you identify blindspots and suggest solutions for your product, marketing, or larger business strategies.","When a leader asks the team for critiques and actually executes on it, that builds a culture of efficacy, of caring.","Identifying Strategic Blindspots","Oftentimes, the hardest part of being a manager is not the reception of criticism but rather the follow-through. If you are participating in this flight, we are ready not only to hear your suggestions but also to act on your insights and incorporate them into new workflows that will benefit both business operations and company culture.",[1422,23,23,23],"What could we stop doing that would have little impact? In other words, what parts of our product/marketing/business strategy are not working the way we want them to?",[1424,1425],"Strategic blindspots","Aspects of work that team members do not enjoy",[136,177,51,30],{"_id":1428,"status":6,"version":7,"createdDate":1429,"createdUserId":9,"updatedUserId":10,"updatedDate":1430,"name":1431,"slug":1432,"description":1433,"instructions":1434,"heroImageUrl":337,"thumbnailUrl":337,"authorQuote":1435,"flightName":1431,"flightDescription":1436,"templateAuthorId":341,"questions":1437,"insights":1439,"categories":1443},"6030138f3bfbaf00015a7b3b","2021-02-19T19:37:51.000Z","2026-06-16T18:36:55.676Z","Customer Retention and Lifecycle Management","customer-retention","It is important to know not only how to acquire customers, but how to satisfy and retain existing customers. Increasing retention and identifying patterns around customer exit can positively impact company ROI and lifecycle management. Use this flight to assess your current customer retention strategies and brainstorm new ones to extract more value from your existing customer base. ","Run this flight with your customer success, sales and/or marketing team ","People expect special from us. How do you bring that in a digital environment that allows for deeper interaction and connection.","It is important for us to know not only how to acquire customers, but how to satisfy and retain existing customers. Increasing retention and identifying patterns around customer exit can positively impact our ROI and lifecycle management. This flight will help us assess our current customer retention strategies and brainstorm new ones to extract more value from our existing customer base. ",[1438,23,23,23],"What customer retention practices have we used in the past that have been successful? Not successful?",[1440,1441,1442],"Analysis of current customer retention practices","Understanding of customer exit ","Ideas for improvement of customer experience",[177,51],{"_id":1445,"status":6,"version":7,"createdDate":1446,"createdUserId":9,"updatedUserId":10,"updatedDate":1447,"name":1448,"slug":1449,"description":1450,"instructions":1451,"heroImageUrl":337,"thumbnailUrl":337,"authorQuote":1452,"flightName":1453,"flightDescription":1454,"templateAuthorId":341,"questions":1455,"insights":1457,"categories":1461},"603015833bfbaf00015a7b3c","2021-02-19T19:46:11.000Z","2026-06-16T18:36:55.761Z","Identify Employee Development Opportunities","development-opportunities","Even the most mature company has blindspots. This flight will help your team identify discrepancies between what you think the company is doing, and how it’s actually operating day to day, with a particular emphasis on company culture, mentorship, and parental leave. Once these gaps are identified, you and your team will be able to find individuals or teams with niche expertise or particular passions to fill them, and your teams, your company, and your product will be better off for it.","Run this flight twice a year with your team to identify any gaps between what you think the company is doing, and how it’s actually operating day to day.","Every shift in the industry is just another opportunity to update and expand.","Personal and Professional Development Opportunities","Even the best leadership team has blindspots. This is your chance to let leadership know how your company is supporting—and not supporting—you in both your day-to-day work and your career trajectory.",[1456,23,23],"Where in the company are there gaps that you could be filling? What internal opportunities are you holding yourself back from?",[1458,1459,1460],"Insights into personal and professional development opportunities for the team","Mentorship and support opportunities from leadership","Perceptions around maternity leave and the culture surrounding it",[72,30],{"_id":1463,"status":6,"version":7,"createdDate":1464,"createdUserId":9,"updatedUserId":10,"updatedDate":1465,"name":1466,"slug":1467,"description":1468,"instructions":1469,"heroImageUrl":720,"thumbnailUrl":720,"authorQuote":1470,"flightName":1471,"flightDescription":1472,"templateAuthorId":724,"questions":1473,"insights":1475,"categories":1478},"60301a813bfbaf00015a7b42","2021-02-19T20:07:29.000Z","2026-06-16T18:36:55.844Z","Evaluate Comfort Voicing Feedback","voicing-feedback","Speaking up to your bosses can be intimidating, especially when you are sharing new, honest, or even critical feedback. This flight will gauge your team’s comfort giving feedback or sharing new ideas, and help you build a blueprint for establishing a culture of voice.","Run this flight with your broader team, without leadership or executives. Run “Receiving and Incorporating Feedback” from this series in tandem with your leadership team to get a 360 view.  To continue your company’s cultural development, it's recommended you run Dr. Ethan Burris’ flight plan series on Creating a Culture of Voice, which includes flights on Evaluating Feedback Mechanisms, Assessing Employee Perception of Voice, and Institutionalizing a Culture of Voice","I know from lots of personal experience that it takes guts to speak up and be the voice of reason, especially when you know in your bones your boss is about to make a huge mistake.","Evaluating Comfort Approaching and Voicing Feedback","Speaking up to your bosses can be intimidating, especially when you are sharing new, honest, or even critical feedback. This flight will gauge our team’s comfort giving feedback or sharing new ideas, and help us build a blueprint for establishing a culture of voice.",[1474,23,23],"How comfortable do you feel sharing new ideas with your manager? Explain.",[1476,1477],"Your team members’ perceived level of comfort surrounding sharing ideas in your workplace","Strategies for constructive feedback and disagreement",[137,30],{"_id":1480,"status":6,"version":7,"createdDate":1481,"createdUserId":9,"updatedUserId":10,"updatedDate":1482,"name":1483,"slug":1484,"description":1485,"instructions":1486,"heroImageUrl":60,"thumbnailUrl":60,"authorQuote":1487,"flightName":1488,"flightDescription":1489,"templateAuthorId":64,"questions":1490,"insights":1492,"categories":1496},"603331363bfbaf00015a7b55","2021-02-22T04:21:10.000Z","2026-06-16T18:36:55.929Z","Leadership Through Uncertainty or Crisis","leadership-in-uncertainty","Even the most masterful leaders can’t foresee everything. As the 2020 pandemic has taught the professional world, businesses must be prepared to pivot and experiment in the face of uncertainty—but also careful not to react out of anxiety or fear. In the instance of a large, unexpected shift, run this flight with your team to harness everyone’s brainpower, avoid costly missteps, and give your business the tools to weather whatever storm is on its way.","Depending on company size, run this flight with your team or your whole company in the instance of a large, unexpected shift.","In crisis, you gotta keep your head together. You have to manifest the confidence that you know ‘We can get through this.","Navigating Through Uncertainty or Crisis","As a team member, you are closest to the action, which means you may know what to do in a crisis even more quickly than your manager does. Offer your insights and help leadership streamline a plan to combat changing circumstances.",[1491,23,23,23],"Considering the change in circumstances, what should be our main area of focus moving forward?",[1493,1494,1495],"Priorities from your company’s entire workforce ","Top concerns that leadership can quickly address and mitigate","Ways to deepen customer confidence even during times of crises",[72,73,1093],{"_id":1498,"status":6,"version":7,"createdDate":1499,"createdUserId":9,"updatedUserId":10,"updatedDate":1500,"name":1501,"slug":1502,"description":1503,"instructions":1504,"heroImageUrl":82,"thumbnailUrl":82,"authorQuote":1505,"flightName":1506,"flightDescription":1507,"templateAuthorId":86,"questions":1508,"insights":1510,"categories":1514},"6033e16f3bfbaf00015a7b5a","2021-02-22T16:53:03.000Z","2026-06-16T18:36:56.012Z","Discover Your Distributed Work Level of Autonomy","your-distributed-work-autonomy","Matt’s framework, \u003Ca href='https://cdn.balloon.app/distributed-levels-matt-mullenweg-2x-scaled.jpeg' target=\"_blank\"> Distributed Work’s Five Levels of Autonomy \u003C/a>, lays out a hierarchy of effective practices for distributed teams. Based on your current remote workflows, processes, and performance, this flight will help you determine into which tier your company currently falls. Afterwards, you can take action to help your teams move up the ladder to eventually reach level 5, or Distributed Work Nirvana.","Run this flight company-wide. Afterwards, run the corresponding flight based on your results.","Flexibility unlocks creativity and innovation. And ultimately, people feel more fulfilled and happier, because being able to exercise that autonomy feels really good.","Determining Our Distributed Work Level of Autonomy","Matt’s framework, Distributed Work’s Five Levels of Autonomy, lays out a hierarchy of effective practices for distributed teams. Based on our current remote workflows, processes, and performance, this flight will help us determine into which tier our company currently falls. Then, we can take action to help our teams move up the ladder to eventually reach level 5, or Distributed Work Nirvana.\n\nView Matt's Distributed Work’s Five Levels of Autonomy here: https://cdn.balloon.app/distributed-levels-matt-mullenweg-2x-scaled.jpeg",[1509,23,23,23,23,23],"How would you evaluate our distributed work processes based on the five levels of autonomy? Why?",[1511,1512,1513],"Current level of autonomy within Matt’s framework","Ideas for improvement of distributed work processes","Strengths and weaknesses of current distributed workflow and processes",[30,94,95],{"_id":1516,"status":6,"version":7,"createdDate":1517,"createdUserId":9,"updatedUserId":10,"updatedDate":1518,"name":1519,"slug":1520,"description":397,"instructions":1521,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":399,"flightName":1519,"flightDescription":400,"templateAuthorId":401,"questions":1522,"insights":1524,"categories":1525},"6033ea933bfbaf00015a7b62","2021-02-22T17:32:03.000Z","2026-06-16T18:36:56.097Z","Team Culture Audit","team-culture-audit","Assess and audit your team’s current culture with this flight plan. These open-ended questions will make space for all team members to offer real, valuable feedback and will give you a starting point for a sustainable, thoughtful remodel of your workplace culture.",[1523,23,23,23],"As you think about our team’s culture, what words come to mind?",[405,406,407],[30,72],{"_id":1527,"status":6,"version":7,"createdDate":1528,"createdUserId":9,"updatedUserId":10,"updatedDate":1529,"name":1530,"slug":1531,"description":1532,"instructions":1533,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":1534,"flightName":1535,"flightDescription":1536,"templateAuthorId":401,"questions":1537,"insights":1539,"categories":1543},"6033ee113bfbaf00015a7b65","2021-02-22T17:46:57.000Z","2026-06-16T18:36:56.181Z","Improve Company Camaraderie and Community","improving-company-camaraderie","Evaluate the levels of inclusivity, collaboration, and engagement within your team’s dynamics. This flight template will help you foster a sense of camaraderie and community loyalty throughout all tiers of your company.","Run this flight across your entire company. ","At the end of the day there's really only a couple of things that I think really matter. I would say the number one thing is, ‘Do I have an ability to create a connection that is authentic and genuine with the people around me?","Improving Company Camaraderie and Community","It is important that we evaluate the levels of inclusivity, collaboration, and engagement within our company. This flight template will help us foster a sense of camaraderie and community loyalty.",[1538,23,23,23,23],"How would you like to engage with coworkers in a non-work setting?",[1540,1541,1542],"Alignment on how the team likes to strengthen their relationships with each other","Collective brainstorm of how to foster camaraderie, ensure loud and quiet voices are heard, and increase fairness and inclusivity","Identification of how to drive engagement through community efforts",[30,72,29,137],{"_id":1545,"status":6,"version":7,"createdDate":1546,"createdUserId":9,"updatedUserId":10,"updatedDate":1547,"name":1548,"slug":1549,"description":1550,"instructions":1551,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":757,"flightName":1552,"flightDescription":1553,"templateAuthorId":401,"questions":1554,"insights":1555,"categories":1557},"6033f1253bfbaf00015a7b69","2021-02-22T18:00:05.000Z","2026-06-16T18:36:56.265Z","Personal Development for Companies","personal-development-companies","Engage with participants directly in order to assess the ideal company culture your employees are envisioning. Identify where individuals need help, where they want ownership, and where they see their career headed next.","Run this flight company-wide. ","Personal Development for Our Company","Assessing the ideal company culture our employees are envisioning is important to us. This flight will help us identify where you need help, where you want ownership, and where you see your career headed next.",[761,23,23,23],[1556,764,765,766],"Increased understanding of how you can increase your employees’ sense of fulfilment",[30,72,768],{"_id":1559,"status":6,"version":7,"createdDate":1560,"createdUserId":9,"updatedUserId":10,"updatedDate":1561,"name":1562,"slug":1563,"description":1564,"instructions":226,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":1565,"flightName":1562,"flightDescription":1566,"templateAuthorId":401,"questions":1567,"insights":1569,"categories":1573},"6033f19a3bfbaf00015a7b6a","2021-02-22T18:02:02.000Z","2026-06-16T18:36:56.349Z","Team Leadership Assessment","team-leadership-assessment","Evaluate yourself and your fellow leaders with this flight plan. These questions will guide participants to offer actionable insights and illuminate any misalignment you need to address as you begin to implement a refreshed team culture.","Too many times, leaders just like to hear themselves talk, to always be in control. But I try to stay quiet, just keep my mouth shut, and listen to what all the people around me are saying and doing.","Evaluating leadership is a crucial step in implementing a refreshed team culture. This flight template will help us gain actionable insights and illuminate any misalignment that needs addressing.",[1568,23,23,23,23],"What does team leadership do effectively?",[1570,1571,1572],"Level-set on what leadership does well","Areas of improvement and how leaders can better drive inclusion","Areas where your team perceives that you and other team leaders are not seeing eye-to-eye",[30,72,137,94],{"_id":1575,"status":6,"version":7,"createdDate":1576,"createdUserId":9,"updatedUserId":10,"updatedDate":1577,"name":1578,"slug":1579,"description":1580,"instructions":1581,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":23,"flightName":1582,"flightDescription":1583,"templateAuthorId":149,"questions":1584,"insights":1586,"categories":1590},"603599218bb0bd0001b4a5b7","2021-02-24T00:09:05.000Z","2026-06-16T18:36:56.433Z","Prioritize Your Product Roadmap","prioritizing-feature-roadmap","A clear product roadmap is a vital guide to keep the Product and Engineering teams aligned, productive, and working toward the company’s collective goals. Before setting the product roadmap and building out the next set of features, gather feedback from your team to ensure everyone is on board with next steps, surface new ideas, and identify features to deprioritize.","Run this flight each quarter with your Product and Engineering teams.","Prioritizing Features in the Product Roadmap","A clear product roadmap is a vital guide to keep the us aligned, productive, and working toward our collective goals. Before we build out the next set of features, we want to ensure everyone is on board with next steps, surface new ideas, and identify features to deprioritize.",[1585,23,23,23],"If you were the sole decision maker, what feature would you choose to build next? What is the strategy behind this?",[1587,1588,1589],"Clear list of priorities for upcoming product sprints","Innovative new product ideas","Features to deprioritize",[28,116,136,51],{"_id":1592,"status":6,"version":7,"createdDate":1593,"createdUserId":9,"updatedUserId":10,"updatedDate":1594,"name":1595,"slug":1596,"description":1597,"instructions":1598,"heroImageUrl":1102,"thumbnailUrl":1102,"authorQuote":1599,"flightName":1600,"flightDescription":1601,"templateAuthorId":1106,"questions":1602,"insights":1604,"categories":1607},"6036b0bfca1096000119479c","2021-02-24T20:02:07.000Z","2026-06-16T18:36:56.515Z","Identify a Culture Add","identifying-a-culture-add","Assessing for culture fit can encourage managers to pick candidates that mirror the team in background, demeanor, and even identities. Looking for culture add helps managers to determine how a candidate’s individuality can not only allow them to mesh with your company culture but also make the team better, stronger, and more than the sum of its parts. This flight will help you and your team align on the elements of a culture add that will most benefit your team.","Run this flight with any team where you are currently hiring or planning to hire.","If you don't lead with inclusion, it doesn't matter how diverse your population is. You're going to have turnover, and you're not going to have thoughtful collaboration amongst underrepresented groups.","Identifying a Culture Add","Assessing for culture fit can encourage managers to pick candidates that mirror the team in background, demeanor, and even identities. Looking for culture add helps managers to determine how a candidate’s individuality can not only allow them to mesh with your company culture but also make the team better, stronger, and more than the sum of its parts. This flight gives you an opportunity to call out what traits or skills are missing from your team.",[1603,23,23],"For our team, what does it mean to be a culture add? What are some important or complementary aspects or skills you have seen in your colleagues?",[1605,1606],"Alignment on the definition of a culture fit for your team","Perspectives, backgrounds, or workplace personalities may be missing and could strengthen your team",[30,276],{"_id":1609,"status":6,"version":7,"createdDate":1610,"createdUserId":9,"updatedUserId":10,"updatedDate":1611,"name":1612,"slug":1613,"description":1614,"instructions":1615,"heroImageUrl":1102,"thumbnailUrl":1102,"authorQuote":1616,"flightName":1617,"flightDescription":1618,"templateAuthorId":1106,"questions":1619,"insights":1621,"categories":1624},"6036b17cca1096000119479e","2021-02-24T20:05:16.000Z","2026-06-16T18:36:56.598Z","Retain Top Talent","retaining-top-talent","Every role has moments of inspiration and fulfillment. Every role also has instances of tedium and seeming futility. The key to surviving the times that make work feel like work is remembering why your role is important to your company, your industry, and the world around you. Use these questions to re-engage team members in need of recalibration, a refreshed perspective, and new ideas on how to lean into what brings them joy at work. ","Run this flight once a year with the whole company to check in and reconnect.","If you don't do the emotional check-in now, it's going to cost you down the line. A little bit of investment in allowing your team to be human creates more fluidity in communication and collaboration.","Retaining Top Talent","Every role has moments of inspiration and fulfillment. Every role also has instances of tedium and seeming futility. The key to surviving the times that make work feel like work is remembering why your role is important to your company, your industry, and the world around you. Use this flight as an opportunity to recalibrate: Re-engage with your work or consider ways to make it more meaningful for you.",[1620,23,23,23,23],"Which of your current skills can you offer the world, and in what capacities might exercising those skills at work bring you fulfillment? ",[1622,1623],"Strategies to re-engage high-potential employees ","Build stronger, more balanced teams ",[30,137],{"_id":1626,"status":6,"version":7,"createdDate":1627,"createdUserId":9,"updatedUserId":10,"updatedDate":1628,"name":1629,"slug":1630,"description":1631,"instructions":1632,"heroImageUrl":1633,"thumbnailUrl":1633,"authorQuote":1634,"flightName":1629,"flightDescription":1635,"templateAuthorId":1636,"questions":1637,"insights":1639,"categories":1642},"6036e76dca109600011947a3","2021-02-24T23:55:25.000Z","2026-06-16T18:36:56.682Z","Creative Problem-Solving","creative-problem-solving","Brainstorming in a large group can trigger futile feedback loops, which block new insights and new solutions to your stickiest problems. Get creative in small groups, then run this flight, developed by Austin Brown, USCellular’s Innovation Manager, to surface unique action plans and ideas to improve your business and better serve your customers.","Run this flight after breaking out into small groups to evaluate the groups’ ideas and decide on next steps. ","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/austin-plan-hero.png","Here are the keys to innovation: Ideate freely, align completely, and move forward quickly","Brainstorming in a large group can trigger futile feedback loops, which block new insights and solutions. Instead, we broke into small groups—now, use this flight to evaluate other groups’ ideas and align on next steps with the team.","6036e688ca109600011947a2",[1638,23,23,23,23],"What ideas did your small group come up with?",[1640,1641],"Innovative solutions to recurring problems","Ideas to increase customer engagement and happiness",[50,136,116,51],{"_id":1644,"status":6,"version":7,"createdDate":1645,"createdUserId":9,"updatedUserId":10,"updatedDate":1646,"name":1647,"slug":1648,"description":1649,"instructions":719,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":1650,"flightName":1651,"flightDescription":1652,"templateAuthorId":190,"questions":1653,"insights":1655,"categories":1660},"603d9202938f360001940821","2021-03-02T01:16:50.000Z","2026-06-16T18:36:56.766Z","Think Again: Rethink Assumptions","rethink-assumptions","In his latest #1 New York Times bestselling book, Think Again: The Power of Knowing What You Don’t Know, Adam Grant makes the argument that your ability to rethink and unlearn matters is far more important than raw intelligence. Rethinking is a skill set, but it’s also a mindset that can help you generate new solutions to old problems and revisit old solutions to new problems. Use this flight, developed with Adam Grant, to accelerate rethinking on your teams and avoid the traps of comfort and complacency that bring about the downfall of so many promising teams.","Our convictions can lock us into prisons of our own making. The solution is not to decelerate our thinking—it’s to accelerate our rethinking.","Think Again: Rethinking Assumptions","Rethinking is a skill set, but it’s also a mindset that can help us generate new solutions to old problems and revisit old solutions to new problems. This flight, developed with world-renowned organizational psychologist and bestselling author Adam Grant, will help us accelerate rethinking on our team and avoid the traps of comfort and complacency that bring about the downfall of so many promising teams.",[1654,23,23,23],"Where can we rethink our assumptions?",[1656,1657,1658,1659],"New ideas and perspectives","Strategies to improve the potential of your product or platform","Identification of habits that do not serve your team","Ways to create room for rethinking on your team",[137,116,136,51],{"_id":1662,"status":6,"version":7,"createdDate":1663,"createdUserId":9,"updatedUserId":10,"updatedDate":1664,"name":1665,"slug":1666,"description":1667,"instructions":1668,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":1669,"flightName":1670,"flightDescription":1671,"templateAuthorId":190,"questions":1672,"insights":1674,"categories":1677},"603d935e938f360001940824","2021-03-02T01:22:38.000Z","2026-06-16T18:36:56.850Z","Think Again: Think Like a Scientist","think-like-a-scientist","In his latest #1 New York Times bestselling book, Think Again, Adam Grant makes the argument that teams must think as scientists, treating strategy as a hypothesis and their products as an experiment, to take advantage of potential shifts in their business. Doing so favors humility over pride, doubt over uncertainty, curiosity over closure, and leads to more successful outcomes: Adam’s research showed that entrepreneurs that had been taught to think like scientists pivoted more than twice as often, brought in revenue twice as fast, and attracted customers sooner than those who had not. Use this flight, developed with Adam Grant, to push your team to think like scientists and improve outcomes for your business.","Run this flight with your team at the onset of planning for a new product or initiative.","If knowledge is power, knowing what we don’t know is wisdom.","Think Again: Thinking Like a Scientist","Adam Grant believes there is power in bringing a scientific perspective to a business environment. This perspective creates space for humility over pride, doubt over uncertainty, curiosity over closure; it also emphasizes what we don’t know rather than what we do know. This flight will help our team identify blindspots by analyzing our hypotheses and push us to think like scientists and improve outcomes.",[1673,23,23,23,23,23],"What don’t we know?",[1675,1676],"Identification of blindspots, gaps in information, and what you don’t know","Alternative hypotheses to consider",[116,136,51],{"_id":1679,"status":6,"version":7,"createdDate":1680,"createdUserId":9,"updatedUserId":10,"updatedDate":1681,"name":1682,"slug":1682,"description":1683,"instructions":1684,"heroImageUrl":1685,"thumbnailUrl":1685,"authorQuote":1686,"flightName":1687,"flightDescription":1688,"templateAuthorId":23,"questions":1689,"insights":1690,"categories":1692},"61e7612d34de390001ca6c2d","2022-01-19T00:54:05.000Z","2026-06-16T18:36:56.938Z","login-test","desc","instruction","https://cdn.balloon.app/file.jpg","testing testing ","My test flight","my test flight description",[584],[1691],"some insight",[137],{"_id":1694,"status":6,"version":7,"createdDate":1695,"createdUserId":9,"updatedUserId":10,"updatedDate":1696,"name":1697,"slug":1698,"description":1699,"instructions":1700,"heroImageUrl":1381,"thumbnailUrl":1381,"authorQuote":1701,"flightName":1702,"flightDescription":1703,"templateAuthorId":1385,"questions":1704,"insights":1706,"categories":1709},"6025e9103bfbaf00015a7ac5","2021-02-12T02:33:52.000Z","2026-06-16T18:36:57.024Z","Institutionalize a Culture of Voice","creating-a-culture-of-voice","Dr. Burris’ research concludes that organizations with cultures of voice have higher rates of productivity, retention, and employee happiness, and efficacy is critical to creating this environment. In other words, instances of employee voice must be followed by action from leadership, which can include implementation, acknowledgement, or feedback on the ideas shared. Reliable, active responses from leadership reinforce the idea that employee voices matters, creating a culture of open communication and enhanced innovation. This flight will help you identify ways to build that culture.","After running Evaluating Feedback Mechanisms and Employee Perception of Voice flights with your team, run this flight with your leadership team. Remember to edit the questions to reflect the top balloons surfaced in the two previous flights.","Institutionalizing a culture of voice is worthwhile so that people feel not only comfortable and free and safe to speak up, but they actually voice opinions that lead to changes, improvements, and innovations.","Institutionalizing a Culture of Voice","Dr. Burris’ research concludes that organizations with cultures of voice have higher rates of productivity, retention, and employee happiness, and efficacy is critical to creating this environment. In other words, instances of employee voice must be followed by action from leadership, which can include implementation, acknowledgement, or feedback on the ideas shared. This flight will help us identify ways to build a culture of open communication and enhanced innovation.",[1705,23,23,23],"How would you evaluate our current responses to receiving feedback or ideas from team members? Were you surprised by the feedback we received in the Evaluating Feedback Mechanisms and Employee Perception of Voice flights?",[1707,1708],"Action plans to implement the most-supported suggestions from team members","Ideas on how to better receive and support employee voice",[30,137,72,28],{"_id":1711,"status":6,"version":7,"createdDate":1712,"createdUserId":9,"updatedUserId":10,"updatedDate":1713,"name":1714,"slug":1715,"description":1716,"instructions":1717,"heroImageUrl":1401,"thumbnailUrl":1401,"authorQuote":1718,"flightName":1714,"flightDescription":1719,"templateAuthorId":1404,"questions":1720,"insights":1722,"categories":1726},"6026c5393bfbaf00015a7ac8","2021-02-12T18:13:13.000Z","2026-06-16T18:36:57.121Z","Culture Retrospective","culture-retrospective","Fostering, achieving, and maintaining your ideal company culture is perhaps one of the most difficult parts of leadership—but it’s also one of the most vital. An open and inclusive culture can not only boost employee morale, but it can also increase efficiency, productivity, and profit. This culture retrospective will help you and your team uncover the core of the culture you have, and identify what steps you need to take to make it the culture you want.","Run this flight with your whole team.","The people who are closest to the action know what the right thing to do is long before the leader makes the decision. What a shame for there to be a lot of time in between when the people know and when the leader does something about it.","One of Kat’s most powerful insights is that the people closest to the action, not the people in charge, know best. In this case, that’s you. We want to know what kind of culture our organization currently has and what kind of culture you want, so we can find a clear path forward that puts you and your colleagues first. This process cannot work without honesty, so be candid in your responses.",[1721,23,23,23,23],"How would you describe the culture of our company to a trusted friend?",[1723,1724,1725],"Best practices on supporting employees","Uncovered blindspots and executive alignment in corporate culture","Insights into the unique employee experience at your company",[72,30],{"_id":1728,"status":6,"version":7,"createdDate":1729,"createdUserId":9,"updatedUserId":10,"updatedDate":1730,"name":1731,"slug":1732,"description":1733,"instructions":719,"heroImageUrl":720,"thumbnailUrl":720,"authorQuote":1734,"flightName":1735,"flightDescription":1736,"templateAuthorId":724,"questions":1737,"insights":1739,"categories":1742},"603017733bfbaf00015a7b3f","2021-02-19T19:54:27.000Z","2026-06-16T18:36:57.205Z","Foster Encouragement and Camaraderie","fostering-encouragement","Cultivating an enduring sense of togetherness and cooperation among your team is vital, not only for morale, but also for success throughout all areas of your organization. Each team is unique, so use this flight to allow your team to tell you the ways they best receive encouragement and practice celebration.","The world is tough, business is tough, so I like to work in a place where I feel like we all have each other’s backs and are cheering each other on.","Fostering Encouragement and Camaraderie ","A sense of togetherness and cooperation among our team is vital, not only for morale but also for productivity, innovation, and success. In this flight, let us know the ways you best receive encouragement so we can cultivate celebration and camaraderie among our team.",[1738,23,23,23],"In what forms do you usually see encouragement and celebration of jobs well done on our team?",[1740,1741],"The type of encouragement or celebration your team collectively finds the most powerful","Types of interactions to avoid, as they can lead to miscommunications",[137,30,95],{"_id":1744,"status":6,"version":7,"createdDate":1745,"createdUserId":9,"updatedUserId":10,"updatedDate":1746,"name":1747,"slug":1748,"description":1749,"instructions":1750,"heroImageUrl":720,"thumbnailUrl":720,"authorQuote":1751,"flightName":1752,"flightDescription":1753,"templateAuthorId":724,"questions":1754,"insights":1756,"categories":1760},"603018693bfbaf00015a7b41","2021-02-19T19:58:33.000Z","2026-06-16T18:36:57.291Z","Identify Managerial Feedback Opportunities","feedback-as-a-manager","As a people manager, it is important to consciously consider how you receive feedback and make those on your team feel supported. Employees starting a new job or continuing their role on a team where they are not a decision-maker might feel it is difficult to speak up or give constructive feedback. This flight will give your leadership team a space to reflect on their expectations for receiving feedback, so they are ready to incorporate new ideas that may come from unexpected places. ","Run this flight with your leadership team. Additionally, run the next flight in this series, “Approaching and Voicing Feedback,” in tandem with your broader team to get a 360 view.   To continue your company’s cultural development, it's recommended you run Dr. Ethan Burris’ flight plan series on Creating a Culture of Voice, which includes flights on Evaluating Feedback Mechanisms, Assessing Employee Perception of Voice, and Institutionalizing a Culture of Voice.","Taking feedback is something that everybody has to get good at. I find myself having a lot of talks about ‘I'm not saying this to hurt your feelings. I'm saying this to make you good.","Receiving and Incorporating Feedback as a Manager","As people managers, it is important for us to consciously consider how we receive feedback and make those on our teams feel supported. This flight will give us a space to reflect on our expectations for receiving feedback, so we are ready to incorporate new ideas that may come from unexpected places. ",[1755,23,23],"If your team member disagrees with you, what kind of approach or language makes it feel the most constructive? What makes it feel disrespectful?",[1757,1758,1759],"New perspectives from which company leaders can see honest or critical feedback from their team","Leadership techniques that have worked for your team in past roles to emulate at your company","Your leadership team’s collective level of comfort with feedback from lower team members",[72,137,552,390],{"_id":1762,"status":6,"version":7,"createdDate":1763,"createdUserId":9,"updatedUserId":10,"updatedDate":1764,"name":1765,"slug":1766,"description":1767,"instructions":1768,"heroImageUrl":39,"thumbnailUrl":39,"authorQuote":1769,"flightName":1770,"flightDescription":1771,"templateAuthorId":43,"questions":1772,"insights":1774,"categories":1777},"603028523bfbaf00015a7b47","2021-02-19T21:06:26.000Z","2026-06-16T18:36:57.375Z","Optimize Client Communications","optimizing-client-communication","By effectively articulating the value of your work, you will significantly increase the chance of trust, buy-in, and positive relationship building. This flight will help the team on your client project better articulate the value of your work.","Run this flight with your team before communicating strategy or delivering results to a client. You can edit the questions to reflect the client company or project name.","Everyone values different things, and you can’t read people’s minds. What you can do is understand the your value and learn to share that in different ways.","Optimizing Client Communications","By effectively articulating the value of our work, we will significantly increase the chance of trust, buy-in, and positive relationship building. This flight will help our team better articulate the value of our work to our client.",[1773,23,23,23],"Why does this client need our help? How can we highlight the necessity of our work for their situation?",[1775,1776],"Delivery strategies and language to use or avoid to optimize client communications","Teams and individuals to align with before the next client meeting",[50,137],{"_id":1779,"status":6,"version":7,"createdDate":1780,"createdUserId":9,"updatedUserId":10,"updatedDate":1781,"name":1782,"slug":1783,"description":1784,"instructions":1785,"heroImageUrl":357,"thumbnailUrl":357,"authorQuote":1786,"flightName":1782,"flightDescription":1787,"templateAuthorId":361,"questions":1788,"insights":1790,"categories":1794},"60302cd83bfbaf00015a7b4a","2021-02-19T21:25:44.000Z","2026-06-16T18:36:57.460Z","DEI Audit","dei-audit","Creating and maintaining a diverse, equitable, and inclusive workplace culture must be a constant push. Sometimes, even when everyone is individually aligned with DEI efforts, structural policies and behavioral expectations must be added or removed in order for a company to truly be one of equal opportunity for everyone. Use this flight to listen and reflect on individual perspectives from team members and gain insights for how to permanently increase the effectiveness of such efforts.","Run this flight with your entire company.","As a People and Culture leader, my principal job is the well-being of our employees, their professional advancement, their performance, their engagement, their connectivity to each other.","Sometimes structural policies must be added or removed in order for our company to truly be one of equal opportunity for everyone. Use this flight as an opportunity to tell leadership what policies need to be updated to ensure DEI is truly part of the fabric of our company’s culture. ",[1789,23,23,23,23,23],"How can our leadership team champion and model inclusive behaviors and practices? What do we do well now and how can we improve? ",[1791,1792,1793],"Systems and cultural nuances that may be hindering inclusivity","Broad DEI Audit across your organization","Successes of or opportunities for champions within the organization to support DEI at all levels",[29,137,30,72],{"_id":1796,"status":6,"version":7,"createdDate":1797,"createdUserId":9,"updatedUserId":10,"updatedDate":1798,"name":1799,"slug":1800,"description":1801,"instructions":1802,"heroImageUrl":378,"thumbnailUrl":378,"authorQuote":1803,"flightName":1804,"flightDescription":1805,"templateAuthorId":382,"questions":1806,"insights":1808,"categories":1813},"60332b663bfbaf00015a7b52","2021-02-22T03:56:22.000Z","2026-06-16T18:36:57.544Z","Establish Creative Empowerment","creative-empowerment","Research shows that empowering your team members has positive effects on employee experience, particularly in the creative space. Empowered employees are more likely to be creative and demonstrate initiative because they trust in their leadership, feel the freedom to generate novel ideas, and have confidence that these ideas will be valued. Use this flight to show your team that you are pushing for their success, and learn how your team is motivated to create.","Run this flight with your creative teams.","I find my joy in supporting and amplifying other people’s creativity, because that leads to deeper innovations that transcend a single workplace.","Establishing Creative Empowerment","This flight will help us understand everyone’s creative motivation, receive feedback on your sense of ownership over what you create, explore recognition ideas for excellent endeavors, and develop a culture of experimentation that will allow us to iterate and improve quickly. ",[1807,23,23,23],"What motivates you to create? How can we help increase your motivation? Do we allow you to work on your projects in the way that best serves you to create great work?",[1809,1810,1811,1812],"Ideas to increase creativity and motivation to create among your team","Sense of creative ownership among team","Recognition ideas for excellent creative work","Ways to institute a culture of experimentation",[29,72,116],{"_id":1815,"status":6,"version":7,"createdDate":1816,"createdUserId":9,"updatedUserId":10,"updatedDate":1817,"name":1818,"slug":1819,"description":1820,"instructions":1821,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":1534,"flightName":1822,"flightDescription":1823,"templateAuthorId":401,"questions":1824,"insights":1825,"categories":1826},"6033ec183bfbaf00015a7b64","2021-02-22T17:38:32.000Z","2026-06-16T18:36:57.627Z","Improve Team Camaraderie and Community","improving-team-camaraderie","Evaluate the levels of inclusivity, collaboration, and engagement within your team’s dynamics. This flight template will help you foster a sense of camaraderie and community loyalty throughout all tiers of your company or team.","Run this flight either with your team.","Improving Team Camaraderie and Community","Evaluate the levels of inclusivity, collaboration, and engagement within your team’s dynamics. This flight template will help you foster a sense of camaraderie and community loyalty throughout your team.",[1538,23,23,23,23],[1540,1541,1542],[30,72,768,29,137],{"_id":1828,"status":6,"version":7,"createdDate":1829,"createdUserId":9,"updatedUserId":10,"updatedDate":1830,"name":1831,"slug":1832,"description":1833,"instructions":1834,"heroImageUrl":125,"thumbnailUrl":125,"authorQuote":1835,"flightName":1836,"flightDescription":1837,"templateAuthorId":129,"questions":1838,"insights":1840,"categories":1844},"6033fcf43bfbaf00015a7b77","2021-02-22T18:50:28.000Z","2026-06-16T18:36:57.712Z","Lead with Soul","leading-with-soul","Once you know where you want to go, how do you make sure that you are leading authentically and in ways that resonate with your teams? How do you lead with soul? By making sure leaders have five key characteristics: Capability, Integrity. Empathy. Vulnerability. Inspiration. These five emotional qualities help leadership communicate with and motivate their people more effectively. Use this flight to better understand how your leadership team is intentionally bringing these characteristics to their teams, and share ideas for improvement in your organization. ","Run this flight with your leadership teams.","The last thing your people need is a robotic boss who provides them with all the information they need to do their jobs but none of the capability, integrity, empathy, inspiration, and vulnerability that help them do their jobs better.","Leading with Soul","Once we know where we want to go, how do we make sure that we are leading authentically and in ways that resonate with our teams? How do we lead with soul? By making sure we have five key characteristics: Capability, Integrity, Empathy. Vulnerability. Inspiration. These five emotional qualities help us communicate with and motivate our people more effectively. Use this flight to better understand how your leadership team is intentionally bringing these characteristics to their teams, and share ideas for improvement in your organization. ",[1839,23],"How do you intentionally bring these five characteristics to your team on a daily basis? How would you advise other leaders to build this into their leadership style?",[1841,1842,1843],"Knowledge share of best practices for soulful leadership across management","Feedback for ways to build soulful organizational leadership","Ideas for how to better communicate and motivate your people",[390,72,137],{"_id":1846,"status":6,"version":7,"createdDate":1847,"createdUserId":9,"updatedUserId":10,"updatedDate":1848,"name":1849,"slug":1850,"description":1851,"instructions":1852,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":1853,"flightName":1849,"flightDescription":1854,"templateAuthorId":208,"questions":1855,"insights":1857,"categories":1859},"603402193bfbaf00015a7b7b","2021-02-22T19:12:25.000Z","2026-06-16T18:36:57.795Z","Brand Name Considerations","brand-name-considerations","Your company’s name is your company’s identity, and it should not be taken lightly. It can make or break your company. The name should encompass your business’s product offering, values, and personality, but have flexibility for future pivots and tweaks to the business. Before brainstorming the name itself, use this flight to identify key contextual considerations, analyze varying perspectives and interpretations, and set the stage for a name brainstorm, which you will complete with the next flight in this series. ","Run this flight with your team before running Brand Name Brainstorm. ","A month after we went public, we changed our name from The Mining Company to About.com, and that made a big difference. About.com was a much better, broader name, and it gave us a bigger opportunity to create a platform company where we could grow any number of verticals.","A company’s name is a company’s identity, and it should not be taken lightly. The name should encompass your business’s product offering, values, and personality. This flight will help us identify key contextual considerations, analyze varying perspectives and interpretations, and set the stage for a name brainstorm. ",[1856,23,23,23],"What do we want to accomplish with our company name? ",[1858],"Ideas, insights, and feedback on things to consider before naming your company",[116,570,177],{"_id":1861,"status":6,"version":7,"createdDate":1862,"createdUserId":9,"updatedUserId":10,"updatedDate":1863,"name":1864,"slug":1865,"description":1866,"instructions":1867,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":1868,"flightName":1864,"flightDescription":1869,"templateAuthorId":208,"questions":1870,"insights":1872,"categories":1876},"603403e03bfbaf00015a7b80","2021-02-22T19:20:00.000Z","2026-06-16T18:36:57.877Z","Preparing for Downsizing","preparing-for-downsizing","Downsizing can significantly affect both operations and culture. This flight will help you and your management team reaffirm your company’s strengths, values, and mission during the downsizing process and what we want to be on day 2. We also want to identify the appropriate support for departing team members. ","Run this flight with your management team.","I was in charge of an 800-person downsizing. The key is all about communicating and discussing the big question with your executive team: ‘How are we going to do this, and how do we come out alive on the other side?","Preparing a strategy for downsizing is critical. This flight will help us reaffirm our company strengths, values, and mission during the downsizing process and what we want to be on day 2. We also want to identify the appropriate support for departing team members.",[1871,23,23,23,23,23],"What are the desired results of our anticipated downsizing? How do we minimize unintended consequences?",[1873,1874,1875],"A clear vision for ideal and worst-case scenarios","Strategic ways to reaffirm your company’s values to remaining team members","Ideas for an ideal exit program for team members who will be let go",[28,72,137,30,217,73],{"_id":1878,"status":6,"version":7,"createdDate":1879,"createdUserId":9,"updatedUserId":10,"updatedDate":1880,"name":1881,"slug":1882,"description":1883,"instructions":1884,"heroImageUrl":1102,"thumbnailUrl":1102,"authorQuote":1885,"flightName":1886,"flightDescription":1887,"templateAuthorId":1106,"questions":1888,"insights":1890,"categories":1893},"6036b11dca1096000119479d","2021-02-24T20:03:41.000Z","2026-06-16T18:36:57.963Z","Reduce Overwork: Team Collaboration Boundaries","reducing-overwork","Research has demonstrated over and over again that long hours backfire. It’s also one of the main hindrances to high team performance, can cause unwanted turnover, and can become a cultural norm if left unchecked. This flight will help you and your team set proper collaboration boundaries in order to maximize team members’ energy and productivity.","Run this flight with your team to help identify and experiment with team solutions to increase quality of work, which gives more space for quality of life. ","Brilliant research has been done to show that overwork needs to be addressed at the team level. Individually, we want to be seen as the ideal worker, so collectively we have to work to create team collaboration boundaries for us to do our best work.","Reduce Overwork through Team Collaboration Boundaries","We all want to do our best work, and have boundaries that fuel our wellbeing. Lack of boundaries on team collaboration can cause decreased creativity and productivity, and accidentally fuel burnout and turnover. Let’s come together as a team to set boundaries and learn from our experiment. ",[1889,23,23,23,23],"What collaboration norms on our team are counterproductive for you? ",[1891,1892],"Actions to increase employee morale, wellbeing, and productivity","Strategies to mitigate burnout and increase creativity",[30,137,94],{"_id":1895,"status":6,"version":7,"createdDate":1896,"createdUserId":9,"updatedUserId":10,"updatedDate":1897,"name":1898,"slug":1899,"description":1900,"instructions":1901,"heroImageUrl":1902,"thumbnailUrl":1902,"authorQuote":1903,"flightName":1898,"flightDescription":1904,"templateAuthorId":1905,"questions":1906,"insights":1908,"categories":1911},"6036e59cca109600011947a1","2021-02-24T23:47:40.000Z","2026-06-16T18:36:58.048Z","Project Post-Mortem","project-post-mortem","After a big project concludes, accurately assessing the effectiveness and efficiency of the effort in a post-mortem is very important for future success. This flight, developed and first run by the LA Angels’ Director of Baseball Operations Andrew Ball, provides a moment for reflection and will ensure that you and your team are even better prepared for the next big project.","Run this flight to quickly identify successes, missteps, and areas for improvement for the next project.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/andrew-plan-hero.png","It’s imperative to surface clear feedback from your team once you finish a project, and it’s even better if you can gather that feedback without calling another meeting.","Now that our recent project is finished, it’s time to assess our results. This flight will help us reflect on the recent project and call out both successes and missteps so we are even better prepared for the next big push.","6036e502ca109600011947a0",[1907,23,23,23,23],"What do you think worked well with this project?",[1909,1910],"Operations and internal communication improvements","An updated action plan for the next project",[137,50,480],{"_id":1913,"status":6,"version":7,"createdDate":1914,"createdUserId":9,"updatedUserId":10,"updatedDate":1915,"name":1916,"slug":1917,"description":1918,"instructions":1919,"heroImageUrl":165,"thumbnailUrl":165,"authorQuote":812,"flightName":1916,"flightDescription":1920,"templateAuthorId":511,"questions":1921,"insights":1923,"categories":1926},"60469442b96acc0001ed8d2e","2021-03-08T21:16:50.000Z","2026-06-16T18:36:58.134Z","Monthly OKR Operational Check-In","monthly-okr-check","Now that you have a system of Objectives and Key Results (OKRs) around which your executive team has rallied, it is important to check in monthly on your progress toward these goals and determine if any changes need to be made. This flight will serve as that monthly check-in with your executive team. These results, along with a quantitative readout of these OKRs, should then be communicated as an overview to your company for transparency.","Run this flight with your executive team, then communicate an overview to your company for transparency.","OKRs can and should evolve with company priorities. As such, it is important for us to review our existing OKRs to evaluate how we are progressing toward these goals and whether changes need to be made. This flight will serve as that monthly check-in and the results, along with a quantitative readout of these OKRs, will then be communicated as an overview to our company for transparency.",[1922,23,23],"How are we progressing? Do we need to make any course corrections?",[1924,1925],"Progress report of OKR performance and potential improvements","Communication opportunities for company readout",[137,72,480,136],{"_id":1928,"status":6,"version":7,"createdDate":1929,"createdUserId":9,"updatedUserId":10,"updatedDate":1930,"name":1931,"slug":1932,"description":1933,"instructions":1934,"heroImageUrl":1935,"thumbnailUrl":1935,"authorQuote":1936,"flightName":1931,"flightDescription":1937,"templateAuthorId":1938,"questions":1939,"insights":1941,"categories":1946},"6078a35ffc6c790001bfca33","2021-04-15T20:34:39.000Z","2026-06-16T18:36:58.219Z","Design Thinking to Improve Customer Experiences","design-thinking-customer-experience","Design Thinking is a human-centered, iterative process that great innovators use to tackle problems. Rowan Trollope uses design thinking to build amazing customer success experiences as CEO of Five9: the leading cloud contact center platform for the digital enterprise age. This template will guide you through questions to better understand your user, challenge assumptions, and redefine problems to identify alternative strategies and solutions to your customer success challenges through design-thinking principles. Use this flight to extract and apply these human-centered techniques to solve your customer success problems in a creative and innovative way.","Run this flight with your customer success team.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/rowan-plan-hero.png","In ten years if we do our jobs right, people entering the workforce and dealing with customer service for the first time won't have any connection to this common, shared negative customer service experience where you’re waiting on hold forever, getting hung up on, etc. It'll be totally foreign to them.","Design Thinking is a human-centered, iterative process that great innovators use to tackle problems. This template will guide us through questions to better understand our user, challenge assumptions, and redefine problems to identify alternative strategies and solutions to our customer success challenges through design-thinking principles. This flight will help us extract and apply these human-centered techniques to solve our customer success problems in a creative and innovative way.","6078a04cfc6c790001bfca30",[1940,23,23,23,23],"How well do we keep the customer perspective front-and-center when building our product and how can we improve?",[1942,1943,1944,1945],"Opportunities to build a more customer-centric product and customer experience","Identification of customer pain points and corresponding customer-success solutions","Ways to better empower customer service teams to make decisions","Improvements to customer journey",[116,51,28],{"_id":1948,"status":6,"version":7,"createdDate":1949,"createdUserId":9,"updatedUserId":10,"updatedDate":1950,"name":1951,"slug":1952,"description":1953,"instructions":1954,"heroImageUrl":846,"thumbnailUrl":846,"authorQuote":1955,"flightName":1956,"flightDescription":1957,"templateAuthorId":850,"questions":1958,"insights":1960,"categories":1964},"60a6fe88a18b470001ffbc40","2021-05-21T00:27:52.000Z","2026-06-16T18:36:58.304Z","Perfect Your Brand’s Scaling Story","brand-scaling-story","The core value proposition and soul of your brand never change—both are connected to the way you created your company and fundamental to the way your brand will scale and evolve. At Dyrdek Machine, a company’s potential for success is only as good as their vision for a brand that is flexible and can grow as the business evolves, or what he calls a “scaling story.” Building your brand around soul and a core value proposition are key to a successful scaling story. Use this flight to build your company’s scaling story. ","Run this flight with your leadership and marketing teams.","A great brand solves a need for an established 'core' but can then be scaled to a larger audience--without losing its authenticity.","Perfecting Your Brand’s Scaling Story","The core value proposition and soul of a brand never change—both are connected to the way the brand was created and fundamental to how it will scale and evolve. A company’s potential for success is only as good as its vision for a brand that is flexible and can grow as the business evolves, or what Rob Dyrdek calls a “scaling story.” This flight will help us build ours. ",[1959,23,23,23],"The core value proposition and soul of a company are the building blocks of a brand and never change. What vision do you have for our brand that is flexible and can grow as the business evolves (our “scaling story”)? ",[1961,1962,1963],"Vision for the brand as it evolves, and development of your scaling story","Ways to build your brand via media and marketing","Ideas for building long-term customer loyalty",[51,570,177],{"_id":1966,"status":6,"version":7,"createdDate":1967,"createdUserId":9,"updatedUserId":10,"updatedDate":1968,"name":1969,"slug":1970,"description":1971,"instructions":1972,"heroImageUrl":285,"thumbnailUrl":285,"authorQuote":147,"flightName":1969,"flightDescription":1973,"templateAuthorId":543,"questions":1974,"insights":1976,"categories":1981},"60d3b3ec9b314c0001df24c3","2021-06-23T22:21:32.000Z","2026-06-16T18:36:58.388Z","Optimize Hybrid Onboarding","hybrid-onboarding","An increase in remote recruiting practices has raised important questions about how hybrid organizations attract, select, and onboard new talent -- and build inclusive cultures that reliably set new team members up for success. Onboarding, in particular, is more difficult when an organization’s workforce is working remotely all or part of the time. Feelings of separateness and doubt are more likely to develop when interactions are distanced and/or infrequent, particularly for new team members with limited exposure to team norms. These feelings are even more likely to be experienced by employees who are underrepresented from the standpoint of their identity. Use this flight to revise the onboarding process for hybrid work and increase the sense of belonging for all team members from day one.","Run this flight with your team","An increase in remote recruiting practices has raised important questions about how we attract, select, and onboard new talent -- and build inclusive cultures that reliably set our new team members up for success. Onboarding, in particular, is more difficult when we are working remotely all or part of the time. Feelings of separateness and doubt are more likely to develop when interactions are distanced and/or infrequent, particularly for new team members with limited exposure to team norms. These feelings are even more likely to be experienced by our employees who are underrepresented from the standpoint of their identity.This flight will help you revise the onboarding process for hybrid work and increase the sense of belonging for all team members from day one.",[1975,23,23,23,23,23],"How would our team benefit if every team member felt like they could contribute fully – starting on day one?",[1977,1978,1979,1980],"Areas of exposure and opportunity in current onboarding practices","Redesigned onboarding and communication workflows","Strategies for cultural and operational alignment for new team members","Ideas for fostering belonging and inclusion",[30,276,95],{"_id":1983,"status":6,"version":7,"createdDate":1984,"createdUserId":9,"updatedUserId":10,"updatedDate":1985,"name":1986,"slug":1987,"description":1988,"instructions":1972,"heroImageUrl":540,"thumbnailUrl":540,"authorQuote":1989,"flightName":1990,"flightDescription":1991,"templateAuthorId":543,"questions":1992,"insights":1994,"categories":1999},"60d65384e5a6790001d7b38d","2021-06-25T22:07:00.000Z","2026-06-16T18:36:58.478Z","Build a High-Trust Hybrid Team","high-trust-hybrid-team","Frances Frei’s “trust triangle” is a formula for building trust within organizations that has three key components: authenticity, logic, and empathy. More specifically, leaders earn trust when their interactions are genuine (authenticity), their judgment and reasoning are sound (logic), and their commitment to others is clear (empathy). Leaders succeed when all three of these trust drivers are strong and consistent from the perspective of other people. In moments when one of the drivers “wobbles” and trust is broken, a small change in behavior can go a long way towards limiting and repairing the damage. Use this flight to build and maintain trust on your hybrid team, diagnose your own trust wobbles, and determine ways to steady them. ","One of the magical things about trust is that the more you trust your people, the more likely they are to trust you in return.","Building a High-Trust Hybrid Team","Frances Frei’s “trust triangle” is a formula for building trust within organizations that has three key components: authenticity, logic, and empathy. More specifically, leaders earn trust when their interactions are genuine (authenticity), their judgment and reasoning are sound (logic), and their commitment to others is clear (empathy). Leaders succeed when all three of these trust drivers are strong and consistent from the perspective of other people. In moments when one of the drivers “wobbles” and trust is broken, a small change in behavior can go a long way towards limiting and repairing the damage. This flight will help us build and maintain trust on our hybrid team, diagnose our own trust wobbles, and determine ways to steady them. ",[1993,23,23,23,23,23,23],"How would higher levels of trust change attitudes and behaviors on our team?",[1995,1996,1997,1998],"Understanding the connections between trust and leadership","Ways to steady and amplify the three trust drivers","Ideas for building more trust in a hybrid environment","Actions for leaders to take to improve team effectiveness ",[30,95],{"_id":2001,"status":6,"version":7,"createdDate":2002,"createdUserId":9,"updatedUserId":10,"updatedDate":2003,"name":2004,"slug":2005,"description":2006,"instructions":226,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":147,"flightName":2004,"flightDescription":2007,"templateAuthorId":208,"questions":2008,"insights":2010,"categories":2014},"60dbc0735f3f3c0001d3f111","2021-06-30T00:53:07.000Z","2026-06-16T18:36:58.562Z","Work Environment Retrospective","work-environment-retro","The boom in remote work is driving everyone to rethink how and where corporate work is done. The cultural and technological barriers that previously prevented remote work have been broken, setting in motion a structural shift, and it’s clear that hybrid models are here to stay. Use this flight to reflect on the pros and cons of former working environments, and use the best aspects of each to design an effective hybrid model. ","The boom in remote work is driving us to rethink how and where corporate work is done. The cultural and technological barriers that previously prevented remote work have been broken, setting in motion a structural shift, and it’s clear that hybrid models are here to stay. This flight will help us reflect on the pros and cons of former working environments, so we can use the best aspects of each to design an effective hybrid model. ",[2009,23,23,23],"What were the good things about being in person? ",[2011,2012,2013],"Pros and cons of in-person and remote work","Alignment on what it means to bifurcate into a hybrid model","Suggestions for how to rethink what management meetings look like in the future",[217,72,95],{"_id":2016,"status":6,"version":7,"createdDate":2017,"createdUserId":9,"updatedUserId":10,"updatedDate":2018,"name":2019,"slug":2020,"description":2021,"instructions":147,"heroImageUrl":918,"thumbnailUrl":918,"authorQuote":147,"flightName":2022,"flightDescription":2023,"templateAuthorId":149,"questions":2024,"insights":2026,"categories":2028},"6165ca9500d96e000166e5b5","2021-10-12T17:49:09.000Z","2026-06-16T18:36:58.646Z","Collect Feedback","collect-feedback","This flight will allow you to get feedback from your team and gain alignment on the highest-priority and most impactful feedback to take action on first.","Feedback Collection","This flight will allow us to get feedback from the team and gain alignment on the highest-priority and most impactful feedback to take action on first.",[2025],"What feedback do you have in regards to #{XYZ project}? Please submit each piece of feedback separately.",[2027],"Impactful, actionable project feedback ",[72,30,768],{"_id":2030,"status":6,"version":7,"createdDate":2031,"createdUserId":9,"updatedUserId":10,"updatedDate":2032,"name":2033,"slug":2034,"description":2035,"instructions":933,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":2033,"flightDescription":2036,"templateAuthorId":563,"questions":2037,"insights":2039,"categories":2042},"6179af8c7f7ccf0001d685d2","2021-10-27T19:59:08.000Z","2026-06-16T18:36:58.732Z","Customer Interview: Psychographic Segmentation","customer-interview-segmentation","Breaking down customer groups into segments that influence buying behaviors—such as traits, lifestyles, behaviors, and beliefs via a process called psychographic segmentation—is a proven market segmentation technique. Psychographic segmentation tells you the motivation behind why your customers buy, which is a crucial piece of the puzzle to building a holistic customer profile. Use this flight to kickstart the psychographic segmentation process, and identify and prioritize different customer behaviors into segments.","This flight will help us kickstart the psychographic segmentation process, and identify and prioritize different customer behaviors into segments.",[2038,23,23,23,23,23],"What media are you consuming (e.g., books, magazines, TV, newspapers, radio, websites, games, social media)? ",[2040,2041],"Psychographic segmentation of customers","Clear customer behaviors, habits, and goals",[177],{"_id":2044,"status":6,"version":7,"createdDate":2045,"createdUserId":9,"updatedUserId":10,"updatedDate":2046,"name":2047,"slug":2048,"description":2049,"instructions":488,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":2050,"flightDescription":2051,"templateAuthorId":563,"questions":2052,"insights":2054,"categories":2057},"6179c38b7f7ccf0001d685d9","2021-10-27T21:24:27.000Z","2026-06-16T18:36:58.818Z","Integrate Intrapreneurial Ideas into the Established Organization","integrate-intrapreneurship-idea","Because established organizations can be resistant to change, innovation, and trial-and-error-based decision-making, intrapreneurialism can be a tough sell. Organizations that are dedicated to implementing an intrapreneurial mindset must build support for internal innovation by discussing how to integrate a new business into the existing organization from the beginning, how to modify existing systems to be less biased against new businesses, and how to nurture and support intrapreneurs and intrapreneurial teams. This flight will help you facilitate that initial alignment discussion.","Integrating Intrapreneurial Ideas into the Established Organization","Because established organizations can be resistant to change, innovation, and trial-and-error-based decision-making, intrapreneurialism can be a tough sell. Organizations that are dedicated to implementing an intrapreneurial mindset must build support for internal innovation. This flight will help you facilitate that initial alignment discussion.",[2053,23,23],"How can we work to integrate the new business into the existing organization from the beginning?",[2055,2056],"Viable ways to bring intrapreneurship into an established organization","Evaluation of buy-in on intrapreneurship",[116,72],{"_id":2059,"status":6,"version":7,"createdDate":2060,"createdUserId":9,"updatedUserId":10,"updatedDate":2061,"name":2062,"slug":2063,"description":2064,"instructions":2065,"heroImageUrl":1327,"thumbnailUrl":1327,"authorQuote":147,"flightName":2062,"flightDescription":2066,"templateAuthorId":1330,"questions":2067,"insights":2069,"categories":2073},"62699623f7d8500001b9f0ed","2022-04-27T19:14:43.000Z","2026-06-16T18:36:58.907Z","Time Management and Setting Expectations","time-management-expectations","By setting clear expectations for a project or initiative, your team will be better able to arrange priorities and manage timing more effectively. Shira Stember, Chief Operating Officer at Snickerdoodle Labs and former Senior Vice President of Brand Innovation at Citi, suggests asking these questions to communicate clearly with your team at the beginning of an initiative or project so you can set goals, be aligned on expectations, and better manage time moving forward.","Run this flight with your team when planning a new project or initiative.","These questions from Shira Stember, Chief Operating Officer at Snickerdoodle Labs and former Senior Vice President of Brand Innovation at Citi, will help us set goals, be aligned on expectations, and better manage time before moving forward with #{XYZ Initiative}.",[2068,23,23,23,23,23,23],"What is our goal for this initiative or project?",[2070,2071,2072],"Identification of project goals, meeting cadence, and checkpoints","Who is running point and who else needs to be involved","Launch date and team expectations",[72,94,137],{"_id":2075,"status":6,"version":7,"createdDate":2076,"createdUserId":9,"updatedUserId":10,"updatedDate":2077,"name":2078,"slug":2079,"description":2080,"instructions":2081,"heroImageUrl":1327,"thumbnailUrl":1327,"authorQuote":147,"flightName":2078,"flightDescription":2082,"templateAuthorId":1330,"questions":2083,"insights":2085,"categories":2088},"626996cbf7d8500001b9f0ee","2022-04-27T19:17:31.000Z","2026-06-16T18:36:58.993Z","Building Partnerships","building-partnerships","As the former Senior Vice President of Brand Innovation at Citi and current Chief Operating Officer at Snickerdoodle Labs, Shira Stember knows how important it is to build strong business partnerships. Maintaining and building strong partnerships enables growth and can increase your company’s reach. Use this flight to follow Shira’s framework for approaching business partnerships to reach mutually beneficial outcomes.","Run this flight with your team as you begin to consider a partnership.","Maintaining and building strong partnerships enables growth and can increase our reach. This flight will help us follow Shira Stember’s framework for approaching business partnerships.",[2084,23,23,23]," Who do we want to work with? Who wants to work with us?",[2086,2087],"List of partners to engage to add value","Strategies to approach partners and set expectations",[177,51],{"_id":2090,"status":6,"version":7,"createdDate":2091,"createdUserId":9,"updatedUserId":10,"updatedDate":2092,"name":2093,"slug":2094,"description":2095,"instructions":2096,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":2097,"flightName":2093,"flightDescription":2098,"templateAuthorId":20,"questions":2099,"insights":2101,"categories":2104},"603005ad3bfbaf00015a7b25","2021-02-19T18:38:37.000Z","2026-06-16T18:36:59.078Z","Values-Based Hiring","values-based-hiring","Hiring good cultural matches leads to higher retention, better employee engagement, deeper connections with customers, and a better overall product. Run this flight plan to establish and align on a values-based approach to hiring.","Run this flight plan with your People or HR team. We recommend following up with Values-Based Hiring Retrospective after you’ve implemented the results surfaced in this flight.","As you scale a business, you basically fire yourself over and over. With every person you hire, you fire yourself from something that is not your superpower.","Hiring good cultural matches is a great way for us to assure the continued success of our company: It leads to higher retention, better employee engagement, and deeper connections with customers. In this flight, help us identify and align on a values-based approach to hiring.",[2100,23,23,23],"What elements should we incorporate into our values-based hiring framework?",[2102,2103],"Creation of a clearly-defined strategy for communicating your company’s values during the hiring process to ensure alignment","Alignment on the the right questions to evaluate cultural fit and a framework for interviewers to assess culture fit and core value alignment",[28,30,276],{"_id":2106,"status":6,"version":7,"createdDate":2107,"createdUserId":9,"updatedUserId":10,"updatedDate":2108,"name":2109,"slug":2110,"description":2111,"instructions":687,"heroImageUrl":16,"thumbnailUrl":16,"authorQuote":2112,"flightName":2113,"flightDescription":2114,"templateAuthorId":20,"questions":2115,"insights":2117,"categories":2120},"60300cef3bfbaf00015a7b33","2021-02-19T19:09:35.000Z","2026-06-16T18:36:59.162Z","Identify Blindspots During Scaling","identifying-scaling-blindspots","Blindspots undermine success at any level in an organization, especially during periods of rapid growth. Use this flight across your organization to identify blindspots in your company and focus on important information that you may be missing as you scale.","We’ve gotten where we are because we understand very clearly that we can’t have ego about building business. We are constantly talking about the high-level vision, but the second we say ‘we want to do this’ and ‘we need to come up with a strategy,’ we start involving other people who we think are significantly smarter than us in taking that next step.","Identifying Blindspots During Scaling","Blindspots undermine success at any level in an organization, especially during periods of rapid growth. This flight will help us identify any blindspots before they cause problems.",[2116,23,23,23,23],"What don’t we know that might matter as we begin to scale?",[2118,2119],"Guidance about how to effectively scan the periphery of your business","Warning signals that contradict your preconceptions before you scale",[480,51],{"_id":2122,"status":6,"version":7,"createdDate":2123,"createdUserId":9,"updatedUserId":10,"updatedDate":2124,"name":2125,"slug":2126,"description":2127,"instructions":2128,"heroImageUrl":337,"thumbnailUrl":337,"authorQuote":2129,"flightName":2125,"flightDescription":2130,"templateAuthorId":341,"questions":2131,"insights":2133,"categories":2137},"6030115d3bfbaf00015a7b39","2021-02-19T19:28:29.000Z","2026-06-16T18:36:59.245Z","Brand Planning and Storytelling","brand-storytelling","A successful digital marketing strategy must involve clear, authentic storytelling that aligns with your brand, reaches the right audience, and turns potential customers into champions for your product. It’s a long road, but it begins with asking the right questions.","Run this flight with your Marketing and Content teams to innovate your strategy while staying true to the core of your brand story.","We’re in our golden age of content creation, and the new challenge is to deliver that great content in all the ways consumers want and expect it.","As a part of the marketing team, you know that clear, authentic storytelling that aligns with our brand, reaches the right audience, and turns potential customers into champions for our product is key to success. This flight will help us brainstorm an innovative strategy while staying true to the core of our brand story.",[2132,23,23,23],"What’s the most powerful story associated with our brand? Who will connect with this story? Where can we find this person online?",[2134,2135,2136],"Innovative ways to deepen the emotions connection through digital marketing","Strategic plans to increase your presence in emerging markets","Ideas to deepen your partnerships and increase your reach with consumers",[116,177,51],{"_id":2139,"status":6,"version":7,"createdDate":2140,"createdUserId":9,"updatedUserId":10,"updatedDate":2141,"name":2142,"slug":2143,"description":2144,"instructions":2145,"heroImageUrl":357,"thumbnailUrl":357,"authorQuote":2146,"flightName":2147,"flightDescription":2148,"templateAuthorId":361,"questions":2149,"insights":2151,"categories":2155},"60302da93bfbaf00015a7b4b","2021-02-19T21:29:13.000Z","2026-06-16T18:36:59.330Z","Transform DEI for Remote Work","dei-for-remote-work","The shift to remote-first work required a change in company norms and priorities. To meet these changing times, it is essential to reimagine your DEI practice. This flight will help your team surface ideas on how to connect with and support each other, with a particular emphasis on underrepresented and vulnerable groups.","Run this flight with your team or your entire company while you work remotely.","Work culture continues even when you’re not in the office and you still need to address slights, snubs and insults from a remote workspace.","Transforming DEI for Remote Work","The shift to remote-first work required a change in our company’s norms and priorities. To meet these changing times, it is essential for us to reimagine our DEI practice. This flight will help us surface ideas on how to connect with and support each other, with a particular emphasis on underrepresented and vulnerable groups.",[2150,23,23],"How can we reimagine diversity, equity, and inclusion in a remote setting?",[2152,2153,2154],"Ideas to reimagine DEI in a remote setting","Ways to support those within the organization that are most vulnerable to exclusion","Suggestions for increasing connection despite physical separation",[29,72,95],{"_id":2157,"status":6,"version":7,"createdDate":2158,"createdUserId":9,"updatedUserId":10,"updatedDate":2159,"name":2160,"slug":2161,"description":2162,"instructions":1551,"heroImageUrl":398,"thumbnailUrl":398,"authorQuote":1565,"flightName":2160,"flightDescription":2163,"templateAuthorId":401,"questions":2164,"insights":2165,"categories":2166},"6033f2723bfbaf00015a7b6b","2021-02-22T18:05:38.000Z","2026-06-16T18:36:59.413Z","Company Leadership Assessment","company-leadership-assessment","Evaluate yourself and your fellow leaders with this flight template. These questions will guide participants to offer actionable insights and illuminate any misalignment you need to address as you begin to implement a refreshed company culture.","Evaluating leadership is a crucial step in implementing a refreshed company culture. This flight template will help us gain actionable insights and illuminate any misalignment that needs addressing.",[1568,23,23,23,23],[1570,1571,1572],[30,72,137,94],{"_id":2168,"status":6,"version":7,"createdDate":2169,"createdUserId":9,"updatedUserId":10,"updatedDate":2170,"name":2171,"slug":2172,"description":2173,"instructions":2174,"heroImageUrl":125,"thumbnailUrl":125,"authorQuote":2175,"flightName":2171,"flightDescription":2176,"templateAuthorId":129,"questions":2177,"insights":2179,"categories":2182},"6033fb063bfbaf00015a7b73","2021-02-22T18:42:14.000Z","2026-06-16T18:36:59.500Z","Holistic Data Analysis","holistic-data-analysis","For those who deal with data—product managers, UX researchers, analysts, marketers—creating a holistic picture of what Rishad calls “the story and the spreadsheet” is imperative. Rishad’s “6 I” approach can help you leverage data in ways that amplify the meaning among the numbers. In this flight, you should distribute a dataset for your team to analyze using the “6 I” approach: interpret the data, involve diverse people, interconnect to larger trends and events, imagine and inspire solutions, iterate, and investigate people’s experiences. ","Run this flight with your data-centric teams. Bring a recent data set to analyze.","Data is like electricity. You can't live without it. But tell me about a company that differentiates with its use of electricity.","When extracting meaning from data, creating a holistic picture of what Rishad calls “the story and the spreadsheet” is imperative. In this flight, we will analyze the shared dataset using the 6 I approach: interpret the data, involve diverse people, interconnect to larger trends and events, imagine and inspire solutions, iterate, and investigate people’s experiences. ",[2178,23,23,23,23,23],"What ambiguous data do we need to further understand from multiple perspectives?",[2180,2181],"The story behind the data to amplify meaning","Holistic data analysis",[116,177,136],{"_id":2184,"status":6,"version":7,"createdDate":2185,"createdUserId":9,"updatedUserId":10,"updatedDate":2186,"name":2187,"slug":2188,"description":2189,"instructions":2190,"heroImageUrl":125,"thumbnailUrl":125,"authorQuote":2191,"flightName":2187,"flightDescription":2192,"templateAuthorId":129,"questions":2193,"insights":2195,"categories":2197},"6033fbee3bfbaf00015a7b75","2021-02-22T18:46:06.000Z","2026-06-16T18:36:59.586Z","Meeting Management and Agenda-Setting","meeting-management","Agendas are commonly set in silos, resulting in conversations that miss key topics or opportunities for discussion. Recurring meetings are a great opportunity to set an inclusive agenda and subsequent discussion. Use this flight immediately after each recurring meeting to identify missed discussion points and big-ticket items to bring up next time.  ","Run this flight with your team immediately after each recurring meeting.","Companies go out of business or get into trouble because people know internally what's going on, but they don't speak up. Leaders must create environments where people speak up.","Recurring meetings present a great opportunity for us to build a comprehensive working agenda that is shaped by our previous discussions. This flight will help us reflect on our recent meeting and identify missed discussion points for us to bring up next time.",[2194,23,23,23],"What might we have missed in our last discussion? Is there something that has not been said that should have been said?",[2196],"Follow-up items to address in next meeting",[136,137,50,94,95],{"_id":2199,"status":6,"version":7,"createdDate":2200,"createdUserId":9,"updatedUserId":10,"updatedDate":2201,"name":2202,"slug":2203,"description":2204,"instructions":2205,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":2206,"flightName":2202,"flightDescription":2207,"templateAuthorId":208,"questions":2208,"insights":2210,"categories":2212},"6034025d3bfbaf00015a7b7c","2021-02-22T19:13:33.000Z","2026-06-16T18:36:59.670Z","Brand Name Brainstorm","brand-name-brainstorm","Now that you have completed Brand Name Considerations, it is time to brainstorm the name itself. With the results of Brand Name Considerations flight in mind, use this flight to suggest names that will convey the right message and tone to the world. Try to suggest at least two, even if you have a favorite.","Run this flight with your team, using the results from the Brand Name Considerations flight you recently completed. Make sure everyone has time to review the results of Brand Name Considerations beforehand.","A month after we went public, we changed our name from The Mining Company to About.com, and that made all the difference. About.com was a much better, broader name, and it gave us a bigger opportunity to create a platform company where we could grow any number of verticals.","Now that we have completed Brand Name Considerations, it is time to brainstorm the name itself. With the results of Brand Name Considerations flight in mind, use this flight to suggest names that will convey the right message and tone to the world. Try to suggest at least two, even if you have a favorite.",[2209],"What should we name our company? Why?",[2211],"Ideas for a brand name",[116,570,177],{"_id":2214,"status":6,"version":7,"createdDate":2215,"createdUserId":9,"updatedUserId":10,"updatedDate":2216,"name":2217,"slug":2218,"description":2219,"instructions":719,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":2220,"flightName":2221,"flightDescription":2222,"templateAuthorId":190,"questions":2223,"insights":2225,"categories":2229},"603d8f56938f36000194081b","2021-03-02T01:05:26.000Z","2026-06-16T18:36:59.754Z","Become Originals: Drive Creativity and Change","become-originals","In his book Originals, Adam Grant studies people who he calls “Originals,” or those who not only have new ideas but also execute and champion them. Originals are the people who drive creativity and change in the world, and they’re the people you want to bet on. Use this flight to institute Adam’s research-proven practices and help you champion new ideas, create a space where new ideas can flourish without fear or doubt, and show your team that they are the people you bet on, day in and day out. ","Originals are afraid of failing. But what sets them apart from the rest of us is that they’re even more afraid of failing to try. They know that in the long run, our biggest regrets are not our actions, but our inactions.","Becoming Originals","Our team is full of what Adam calls Originals, or creative people who act on their ideas and turn them into reality. Originals are the people who drive creativity and change in the world, so we want to champion your ideas and create positive change in our organization. In this flight, voice the innovative ideas you’ve been keeping quiet for fear or doubt, and help us create a space where those ideas can flourish.",[2224,23,23,23,23,23],"What idea(s) haven’t you tried yet because of doubt or fear of failure? What do you like about the idea and what would it need to get going? ",[2226,2227,2228],"New ideas to champion from your team","Volume and variety of ideas, which leads to a better chance of something original","Improvements upon defaults",[72,116,136,50,1093],{"_id":2231,"status":6,"version":7,"createdDate":2232,"createdUserId":9,"updatedUserId":10,"updatedDate":2233,"name":2234,"slug":2235,"description":2236,"instructions":2237,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":2238,"flightName":2234,"flightDescription":2239,"templateAuthorId":190,"questions":2240,"insights":2242,"categories":2246},"603d8fef938f36000194081c","2021-03-02T01:07:59.000Z","2026-06-16T18:36:59.838Z","Decision-Making Retrospective","decision-making-retrospective","In his new #1 New York Times bestselling book Think Again, Adam Grant asserts that in learning cultures, people expand their consideration of success to include processes as well as outcomes. As shown in his \u003Cu>\u003Ca href='https://cdn.balloon.app/rethinking-scorecard.png' target=\"_blank\"> Rethinking Scorecard \u003C/a>\u003C/u>, even if the outcome of a decision is positive, it doesn’t necessarily qualify as a success: if the process was shallow, you were lucky; if the process was deep, you’ve improved and discovered a better practice; if the outcome is negative, it’s a failure only if the decision process was shallow; if the result was negative but you evaluated the decision thoroughly, it was a smart experiment. Use this flight, developed with Adam Grant, to promote a culture of learning within your team and rethink a recent decision-making process.","Run this flight with your team as you reflect on a recent decision-making process.","Rethinking is more likely to happen in a learning culture, where growth is the core value and rethinking cycles are routine.","Adam Grant asserts that, in learning cultures, people expand their consideration of success to include processes as well as outcomes. As shown in his Rethinking Scorecard, even if the outcome of a decision is positive, it doesn’t necessarily qualify as a success: if the process was shallow, you were lucky; if the process was deep, you’ve improved and discovered a better practice; if the outcome is negative, it’s a failure only if the decision process was shallow; if the result was negative but you evaluated the decision thoroughly, it was a smart experiment. This flight, developed with Adam Grant, will help us promote a culture of learning within our team and assess our recent decision-making process.\n\nView his Rethinking Scorecard: https://cdn.balloon.app/rethinking-scorecard.png ",[2241,23,23,23],"Where would you rate our decision outcome on Adam Grant’s Rethinking Scorecard: Luck, Failure, Improvement, or Experiment? Why?",[2243,2244,2245],"Analysis of procedure and outcomes of recent decision-making process","Assessment of psychological safety during decision-making process","Improvements to implement in the future",[137,28,30],{"_id":2248,"status":6,"version":7,"createdDate":2249,"createdUserId":9,"updatedUserId":10,"updatedDate":2250,"name":2251,"slug":2252,"description":2253,"instructions":2254,"heroImageUrl":165,"thumbnailUrl":165,"authorQuote":2255,"flightName":2251,"flightDescription":2256,"templateAuthorId":511,"questions":2257,"insights":2259,"categories":2265},"604694e7b96acc0001ed8d2f","2021-03-08T21:19:35.000Z","2026-06-16T18:36:59.923Z","Operational Excellence Audit","operational-excellence-audit","Understanding the status of your operations is the foundation for a more competitive and profitable organization. An operational audit will provide you with a fresh perspective on how well the processes of your company function, and how they are viewed by the larger team. This flight will give your team a base from which to make improvements and take action to increase efficiency and overall company health.","Run this flight company-wide.","I see Operations as the connective tissue across different parts of the business, and culture is a direct result of the strength of those connections.","Understanding the status of our operations is the foundation for a more competitive and profitable organization. An operational audit will provide us with a fresh perspective on how well the processes of our company function, and how they are viewed by the larger team. This flight will give our team a base from which to make improvements and take action to increase efficiency and overall company health.",[2258,23,23,23,23],"In which areas do we lack clear operational processes?",[2260,2261,2262,2263,2264],"Areas in need of clearer processes","Ideas to increase efficiency and transparency for existing operations","Audits of internal infrastructures","Systems and processes that can be outsourced","Companies that can be models for operational excellence",[480,116,51,94],{"_id":2267,"status":6,"version":7,"createdDate":2268,"createdUserId":9,"updatedUserId":10,"updatedDate":2269,"name":2270,"slug":2271,"description":2272,"instructions":2273,"heroImageUrl":2274,"thumbnailUrl":2274,"authorQuote":2275,"flightName":2276,"flightDescription":2277,"templateAuthorId":2278,"questions":2279,"insights":2281,"categories":2284},"6046af9fb96acc0001ed8d33","2021-03-08T23:13:35.000Z","2026-06-16T18:37:00.007Z","Collect Content and Questions for Your Guest Speaker","guest-speaker-agenda","Guest speakers can be an exciting and informational addition to your meeting, but it can be easy for these discussions to derail your entire agenda. Use this flight to crowdsource ideas, questions, and topics your employees want to see covered by the guest speaker to keep your meeting on track, and equip the speaker with expected topics ahead of time. ","Run this flight a couple of weeks before your guest speaker attends your meeting. (We also recommend sharing the flight results with your speaker ahead of time!)","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/chris-plan-hero.png","By using Balloon, we started approaching these meetings in a much more methodical way as opposed to just coming at it from all over the place. There was also this newfound feeling of ‘I'm being heard.’ ","Guest Speaker Agenda, Topic, and Question Prioritization","Drop in the questions and topics that you’d like to hear more about during our next meeting with our guest speaker.","6046aed6b96acc0001ed8d32",[2280],"#{Guest Speaker Name} will be joining us for our upcoming All-Hands meeting. What questions, topics, or ideas would you like #{Guest Speaker Name} to address or respond to?",[2282,2283],"Questions, topics, and ideas for engaging guest speakers","Agenda-setting",[28,218],{"_id":2286,"status":6,"version":7,"createdDate":2287,"createdUserId":9,"updatedUserId":10,"updatedDate":2288,"name":2289,"slug":2290,"description":2291,"instructions":2292,"heroImageUrl":1935,"thumbnailUrl":1935,"authorQuote":2293,"flightName":2289,"flightDescription":2294,"templateAuthorId":1938,"questions":2295,"insights":2297,"categories":2301},"6078a1a4fc6c790001bfca31","2021-04-15T20:27:16.000Z","2026-06-16T18:37:00.092Z","Customer Service Audit","customer-service-audit","Rowan Trollope believes being number one is the outcome of differentiating yourself through excellent customer service. To accomplish this, your customer success experience must be set up with a guiding philosophy and supporting infrastructure that meets each customer exactly where they are, in the moments they need you most. Use this flight to evaluate your existing customer service strategy and execution, and determine what changes are needed to improve the customer experience.","Run this flight with your customer service team annually.","I often think about ‘how do I want to be treated as an end user, as a customer, and what kind of an experience do I want to have?’ And there’s always a consistent theme: ‘Hey, I want to talk to a company like I'm a human being and not like a number in their database.’ ","Rowan Trollope believes being number one is the outcome of differentiating yourself through excellent customer service. To accomplish this, our customer success experience must be set up with a foundational guiding philosophy and supporting infrastructure that meets each customer exactly where they are, in the moments they need us most. This flight will evaluate our existing customer service strategy and execution, and determine what changes are needed to improve the customer experience.",[2296,23,23,23,23],"Do we have the infrastructure we need to deliver on the promise of our service? If not, what is missing, and how can we improve?",[2298,2299,2300],"Audit of customer service experience, from infrastructure to philosophy to personalization, and suggested improvements for these areas","Identification of customer touchpoints and ways to create a better experience","What to invest in moving forward that will improve your customer service experience",[116,72,94,51],{"_id":2303,"status":6,"version":7,"createdDate":2304,"createdUserId":9,"updatedUserId":10,"updatedDate":2305,"name":2306,"slug":2307,"description":2308,"instructions":2309,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":2310,"flightName":2311,"flightDescription":2312,"templateAuthorId":208,"questions":2313,"insights":2315,"categories":2318},"60dbaf705f3f3c0001d3f107","2021-06-29T23:40:32.000Z","2026-06-16T18:37:00.177Z","Define Your Hybrid Work Structure","define-hyrid-structure","Each company has a unique set of characteristics that impact its culture, productivity and ultimate success. As such, there is no one hybrid structure that will work across the board. Use this flight to understand the hybrid structure that is best for your company and identify optimal ways of working for team members in-person and remote.","Run this flight with company leadership","Whether we like it or not, some people are going to be remote. And that makes things complicated. Before, it was 1+1=2, and now it’s 1+1=? ","Defining Our Hybrid Work Structure","Each company has a unique set of characteristics that impact its culture, productivity and ultimate success. As such, there is no one hybrid structure that will work across the board. This flight will help us understand the hybrid structure that is best for our company and identify optimal ways of working for team members that are in-person and remote.",[2314,23,23,23],"What does hybrid look like for our company? Should we have certain days when everyone’s in the office? How many? Which ones?",[2316,2317],"Ideas and recommendations for how to structure your hybrid team’s remote and in-office workflows","Your company’s day-to-day expectations in both in-person and remote environments",[480,72,217,95],{"_id":2320,"status":6,"version":7,"createdDate":2321,"createdUserId":9,"updatedUserId":10,"updatedDate":2322,"name":2323,"slug":2324,"description":2325,"instructions":226,"heroImageUrl":2326,"thumbnailUrl":2326,"authorQuote":147,"flightName":2323,"flightDescription":2327,"templateAuthorId":2328,"questions":2329,"insights":2331,"categories":2336},"60dca6895f3f3c0001d3f124","2021-06-30T17:14:49.000Z","2026-06-16T18:37:00.259Z","Strategic Planning for Hybrid Sales Teams","strategic-hybrid-planning","The pandemic forced businesses to create and adapt to new sales methods. Both buyers and sellers have had to go digital in a massive way—and what began as a crisis solution has become the new normal, which has big implications for how sales teams must approach their strategies and tactics. Use this flight to articulate and explore learnings from this shift, and determine how your sales team can function better than ever in the new normal.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/robert-plan-hero.jpg","The pandemic forced businesses to create and adapt to new sales methods. Both buyers and sellers have had to go digital in a massive way—and what began as a crisis solution has become the new normal, which has big implications for how sales teams must approach their strategies and tactics. This flight will help us articulate and explore learnings from this shift, and determine how our sales team can function better than ever in the new normal.","60dca4cc5f3f3c0001d3f121",[2330,23,23,23,23,23],"What new tools would help you be successful and what pain points do they address?",[2332,2333,2334,2335],"Audit of pre-, during-, and post-COVID sales models","Strategy for post-pandemic, in-person sales efforts","Modern approaches to sales for the hybrid age","Vital tools to support your sales team",[177,217,95],{"_id":2338,"status":6,"version":7,"createdDate":2339,"createdUserId":9,"updatedUserId":10,"updatedDate":2340,"name":2341,"slug":2342,"description":2343,"instructions":2344,"heroImageUrl":227,"thumbnailUrl":227,"authorQuote":2345,"flightName":2346,"flightDescription":2347,"templateAuthorId":208,"questions":2348,"insights":2350,"categories":2354},"61e8571c1893d600015fd2c2","2022-01-19T18:23:24.000Z","2026-06-16T18:37:00.345Z","Decrease Burnout and Build Resilience with Microsteps","decrease-burnout-microsteps","At the core of Arianna Huffington’s behavior change technology company Thrive Global are Microsteps, or small, science-backed teams can start taking immediately. By making them too small to fail, they can be incorporated into daily routines right away. Over time, Microsteps can have a huge impact, helping teams build new habits and better lives with less stress, more resilience, and greater well-being. Use this flight to identify Microsteps the team can take to decrease burnout and increase resilience.","Run this flight with your team. If you’re having trouble getting started, try identifying a smaller first step or reevaluate the immediate meaningful benefit you’re pursuing. ","By making small changes, we can quickly have a big impact on our lives.","Decreasing Burnout and Building Resilience with Microsteps","At the core of Arianna Huffington’s behavior change technology company Thrive Global are Microsteps, or small, science-backed steps our team can start taking immediately. By making them too small to fail, we can incorporate them into our daily routine right away. Over time, Microsteps can have a huge impact, helping our team build new habits and better lives with less stress, more resilience, and greater well-being. We will usse this flight to identify Microsteps our team can take to decrease burnout and increase resilience.",[2349,23,23],"Steps that are “too small to fail” can make us more resilient. What is the smallest behavior we can change for our first team Microstep? No step is too small! ",[2351,2352,2353],"Identification of Microsteps to build healthier team habits and increase team trust","Methods to course-correct from cumulative stress","60- to 90-second stress-reduction habits",[30,369],{"_id":2356,"status":6,"version":7,"createdDate":2357,"createdUserId":9,"updatedUserId":10,"updatedDate":2358,"name":2359,"slug":2360,"description":2361,"instructions":488,"heroImageUrl":246,"thumbnailUrl":246,"authorQuote":2362,"flightName":2363,"flightDescription":2364,"templateAuthorId":249,"questions":2365,"insights":2367,"categories":2370},"6216c0a4615e150001b638b0","2022-02-23T23:17:56.000Z","2026-06-16T18:37:00.429Z","Team Pulse Check for Leaders","team-pulse-check","This quick “pulse check” flight allowed Bob to step into a new role on the leadership team at Coalition and immediately have an understanding of the good and bad, and to focus the team on the organizational vision and future. Use this customer-created template to help you take the pulse of your team and surface candid feedback and opportunities.","Balloon felt ideal for our team, because it’s the only way I know to get candid, real feedback from a broad population that spans different levels","Team Pulse Check","This quick “pulse check” flight will allow us to surface candid feedback and opportunities, and identify important areas that need to change.",[2366,23,23,23],"What aspects of #{Company Name} make you proud, excited, and/or motivated?",[2368,2369,987],"Motivating and exciting aspects of your organization","Blockers and potential roadblocks of your organization",[72,218,137],{"_id":2372,"status":6,"version":7,"createdDate":2373,"createdUserId":9,"updatedUserId":10,"updatedDate":2374,"name":2375,"slug":2376,"description":2377,"instructions":226,"heroImageUrl":595,"thumbnailUrl":595,"authorQuote":2378,"flightName":2379,"flightDescription":2380,"templateAuthorId":599,"questions":2381,"insights":2383,"categories":2387},"6452b503d963ba00012c5919","2023-05-03T19:24:51.000Z","2026-06-16T18:37:00.512Z","Neurodiversity and Innovation: Leverage Unique Strengths for Business Success","neurodiversity-and-innovatioon","Neurodiversity and innovation are closely intertwined, and businesses that leverage the unique strengths of neurodiverse individuals can see significant benefits in terms of creativity, problem-solving, and overall business success. By recognizing and embracing the diverse talents and perspectives of all team members, including those who are neurodivergent, businesses can create an inclusive and supportive culture that fosters innovation and growth. By valuing and harnessing the unique strengths of each individual, businesses can tap into a wealth of untapped potential, driving success and competitiveness in today's fast-paced and rapidly evolving business landscape. Use this flight with your team to leverage your team’s unique perspectives and understand how to use them to your business’s advantage.","Creating a company that is loved by its employees is the most elegant challenge in business. You could also argue it’s the most important challenge in business.","Neurodiversity and Innovation: Leveraging Unique Strengths for Business Success","Neurodiversity and innovation are closely intertwined, and businesses that leverage the unique strengths of neurodiverse individuals can see significant benefits in terms of creativity, problem-solving, and overall business success. By recognizing and embracing the diverse talents and perspectives of all of our team members, including those who are neurodivergent, we can create an inclusive and supportive culture that fosters innovation and growth, tap into a wealth of untapped potential, and drive success and competitiveness in today's fast-paced and rapidly evolving business landscape. This flight will help us leverage our team’s unique perspectives and understand how to use them to our advantage.",[2382,23,23,23],"How can we leverage the unique strengths and perspectives of neurodiverse employees to drive innovation and creativity in the workplace?",[2384,2385,2386],"Ideas and strategies to implement from successful neurodiverse leaders","Effective policies or practices to implement to support neurodiverse employees","Measurement methodologies to track progress over time",[72,30,29],{"_id":2389,"status":6,"version":7,"createdDate":2390,"createdUserId":9,"updatedUserId":10,"updatedDate":2391,"name":2392,"slug":2393,"description":2394,"instructions":226,"heroImageUrl":1381,"thumbnailUrl":1381,"authorQuote":2395,"flightName":2396,"flightDescription":2397,"templateAuthorId":1385,"questions":2398,"insights":2400,"categories":2403},"6025e5b93bfbaf00015a7ac3","2021-02-12T02:19:37.000Z","2026-06-16T18:37:00.595Z","Evaluate Feedback Mechanisms","evaluating-feedback","Formal and informal feedback is essential to every company’s growth. While most companies have these frameworks for giving and receiving feedback in place, not many are effective or utilized by managers. This flight plan will help you surface insights from your team members in order to evaluate current feedback avenues and identify potential changes to employee development mechanisms.","There are certain things that are half-hearted attempts that, on the surface, seem like a good way to get feedback from your employees. Leaders must start functional conversations in their organizations where the person on the receiving end is going to do something useful with employee ideas.","Evaluating Feedback Mechanisms","Formal and informal feedback is essential to every company’s growth. This flight plan will help us evaluate current feedback avenues and identify potential changes to employee development mechanisms.",[2399,23,23,23,23],"What are the formal mechanisms and avenues for feedback and development within our team? Do you feel that they are effective?",[2401,2402],"Employee changes to formal feedback mechanisms","Improvements to feedback processes",[72,30,137,28],{"_id":2405,"status":6,"version":7,"createdDate":2406,"createdUserId":9,"updatedUserId":10,"updatedDate":2407,"name":2408,"slug":2409,"description":2410,"instructions":377,"heroImageUrl":357,"thumbnailUrl":357,"authorQuote":2411,"flightName":2408,"flightDescription":2412,"templateAuthorId":361,"questions":2413,"insights":2415,"categories":2420},"603030c63bfbaf00015a7b4d","2021-02-19T21:42:30.000Z","2026-06-16T18:37:00.693Z","Inclusive and Transparent Leadership","inclusive-transparent-leadership","Inclusive leadership is an ongoing process that should be personal, measurable, and accountable. You must audit your practices as a leader to ensure that you have the organizational structure and processes in place to create an inclusive culture. This flight will assess current DEI practices from the perspective of management and build the foundation for truly inclusive and transparent leadership.  ","People managers have distinct responsibilities in preventing and ending toxic workplaces. Bottom line, leaders and managers need to take responsibility for their organization’s culture, systems and practices. Sound DEI strategy is always second fiddle to behavior.","Inclusive leadership is an ongoing process that should be personal, measurable, and accountable. We must audit our practices as leaders in this organization to ensure that we have the organizational structure and processes in place to create an inclusive culture. This flight will help us assess current DEI practices from the perspective of management and build the foundation for truly inclusive and transparent leadership.   ",[2414,23,23,23,23],"How can we improve the ways our people management training and tools equip people managers to not only make sure their teams are aware of inclusive policies but also reflect it in their every-day practice and be prepared to enforce them? ",[2416,2417,2418,2419],"Managerial assessment of current DEI efforts, and gaps across the employee lifecycle (hiring, performance management, promotion, development)","Ideas for improvement around people management training and tools, technology solutions, hiring practices, and transparent communication for compensation and promotion","Feedback on C-Suite DEI strategic leadership and alignment moving forward","Insights into metrics, rewards or penalties for building or not building balanced teams",[29,72,137],{"_id":2422,"status":6,"version":7,"createdDate":2423,"createdUserId":9,"updatedUserId":10,"updatedDate":2424,"name":2425,"slug":2426,"description":2427,"instructions":2428,"heroImageUrl":82,"thumbnailUrl":82,"authorQuote":2429,"flightName":2430,"flightDescription":2431,"templateAuthorId":86,"questions":2432,"insights":2434,"categories":2437},"6033e23d3bfbaf00015a7b5b","2021-02-22T16:56:29.000Z","2026-06-16T18:37:00.794Z","Advance Your Level of Autonomy: Level 1 to 2","advancing-autonomy-level-1","Based on Matt’s \u003Ca href='https://cdn.balloon.app/distributed-levels-matt-mullenweg-2x-scaled.jpeg' target=\"_blank\"> framework \u003C/a>, your company is currently at level 1 of autonomy, so you are likely struggling to adjust your on-site processes to ones that work for a remote environment. This flight will reveal what is and is not working in your current distributed work practices so you can identify tactical ways to improve communication and productivity in order to advance to level 2. ","If the results from the Determining Your Distributed Work Level of Autonomy flight placed you in level 1, run this flight company-wide to advance to level 2.","Autonomy is all about clarity of communication and expectations.","Advancing Our Level of Autonomy: Level 1 to Level 2","Based on Matt’s framework, our company is currently at level 1 of autonomy. This flight will reveal what is and is not working in our current distributed work practices so we can identify tactical ways to improve communication and productivity in order to advance to level 2. ",[2433,23,23,23,23],"What practices have you noticed worked well in the office but do not translate well to distributed work and work from home? Please be specific.",[2435,2436],"New practices and processes to implement to advance to the level 2 of Matt’s framework","Ideas to improve communication and productivity",[30,94,137,95],{"_id":2439,"status":6,"version":7,"createdDate":2440,"createdUserId":9,"updatedUserId":10,"updatedDate":2441,"name":2442,"slug":2443,"description":2444,"instructions":2445,"heroImageUrl":82,"thumbnailUrl":82,"authorQuote":2446,"flightName":2447,"flightDescription":2448,"templateAuthorId":86,"questions":2449,"insights":2451,"categories":2454},"6033e3c23bfbaf00015a7b5d","2021-02-22T17:02:58.000Z","2026-06-16T18:37:00.877Z","Advance Your Level of Autonomy: Level 3 to 4","advancing-autonomy-level-3","Based on Matt’s \u003Ca href='https://cdn.balloon.app/distributed-levels-matt-mullenweg-2x-scaled.jpeg' target=\"_blank\"> framework \u003C/a>, your company is currently at level 3 of autonomy, so you are likely already innovating and truly benefitting from distributed work. To maintain this momentum, you must promote and practice asynchronous, autonomous work throughout all branches of your organization. This flight will help you evaluate the success of your current workflows and identify opportunities to advance your level of autonomy. ","If the results from the Determining Your Distributed Work Level of Autonomy flight placed you in level 3, run this flight company-wide to advance to level 4.","If you make work more about the output than the input, it becomes beautiful and powerful. You get more flexibility to get from A to B, and you can imagine ways to accomplish that goal that are beyond what I imagined before as a manager.","Advancing Our Level of Autonomy: Level 3 to Level 4","Based on Matt’s framework, our company is currently at level 3 of autonomy. To maintain this momentum, we must promote and practice asynchronous, autonomous work throughout all branches of our organization. This flight will help us evaluate the success of your current workflows and identify opportunities to advance our level of autonomy. ",[2450,23,23,23,23],"What asynchronous processes have started to replace meetings? How effective have they been?",[2452,91,2453],"New practices and processes to implement to advance to the level 4 of Matt’s framework","Assessment of company culture and employee voice among your team",[30,94,95],{"_id":2456,"status":6,"version":7,"createdDate":2457,"createdUserId":9,"updatedUserId":10,"updatedDate":2458,"name":2459,"slug":2460,"description":2461,"instructions":2462,"heroImageUrl":82,"thumbnailUrl":82,"authorQuote":2463,"flightName":2464,"flightDescription":2465,"templateAuthorId":86,"questions":2466,"insights":2468,"categories":2471},"6033e5273bfbaf00015a7b5f","2021-02-22T17:08:55.000Z","2026-06-16T18:37:00.959Z","Maintain Connection among a Distributed Team","maintaining-connection-distributed","Maintaining a culture that fosters a balance of productivity and well-being among your employees is vital, particularly in a distributed work environment. This flight will help you surface insights and ideas for crafting a supportive and productive culture at your company, even when you do not inhabit the same physical workspace. ","Run this flight company-wide. We recommend running a separate culture audit beforehand, which you can find in the Employee Experience category.","Good leaders keep an eye on their folks and see if they need extra help or support, or knowing when to ask certain questions. Keep in mind how to connect with the folks you're serving to just be attuned to their whole self, because sometimes that nuance doesn't come through in text.","Maintaining Connection among Our Distributed Team","Maintaining a culture that fosters a balance of productivity and well-being among our employees is vital, especially in a distributed environment. This flight will help us surface insights and ideas for crafting a supportive and productive culture at our company, even when we do not inhabit the same physical workspace. ",[2467,23,23,23,23],"How connected do you feel to your team and your work? How does our distributed environment impact that sense of connection?",[2469,2470],"Assessment of current collective level of connection among team members","Ideas for new initiatives that will promote connection and support, and engage employees",[30,51,95],{"_id":2473,"status":6,"version":7,"createdDate":2474,"createdUserId":9,"updatedUserId":10,"updatedDate":2475,"name":2476,"slug":2477,"description":2478,"instructions":2479,"heroImageUrl":104,"thumbnailUrl":104,"authorQuote":2480,"flightName":2481,"flightDescription":2482,"templateAuthorId":108,"questions":2483,"insights":2485,"categories":2489},"6033f6f53bfbaf00015a7b6f","2021-02-22T18:24:53.000Z","2026-06-16T18:37:01.042Z","Define What Success Looks Like","defining-strategy","Once you have identified critical elements of context and where your business sits within the overarching market, aligning with your team on a relevant strategy, and actionable next steps within this context is critical. This flight will allow you to more deeply understand how your team members think about the most relevant strategy that will allow your company’s mission and vision to be achieved, and gather ideas for how best to achieve and execute on the defined strategy and ultimately, “what success looks like”. ","After completing Contextualizing the Landscape, run this flight to align on a unified strategy, execution plans and measures of success. ","Once you understand your environment, you have to know what success looks like in that environment. Ask yourself, ‘What does success look like for what we’re trying to do? What is it I'm trying to achieve here?","Defining Strategy and What Success Looks Like","Now that we have identified where our business sits within the overarching market, aligning on our mission, vision, and actionable next steps within this context is critical. This flight will help us more deeply understand how we collectively think about the purpose of our business, so we can map out a tactical path to reaching our goals. ",[2484,23,23,23,23,23,23],"Confirm the vision of our organization. ",[2486,2487,2488],"Alignment on your mission and vision moving forward","A clear definition of success and predictions on how and why that could change","Assessment of current business efforts",[72,116,51],{"_id":2491,"status":6,"version":7,"createdDate":2492,"createdUserId":9,"updatedUserId":10,"updatedDate":2493,"name":2494,"slug":2495,"description":2496,"instructions":2497,"heroImageUrl":104,"thumbnailUrl":104,"authorQuote":2498,"flightName":2499,"flightDescription":2500,"templateAuthorId":108,"questions":2501,"insights":2503,"categories":2507},"6033f7b63bfbaf00015a7b70","2021-02-22T18:28:06.000Z","2026-06-16T18:37:01.126Z","Contextualize the Future","contextualizing-the-future","In the first two flights of this series, your team examined the larger market and your company’s place within this environment. These discussions have likely illuminated new insights about shifting contexts and potential disruptors to your business or industry. This flight will help your management team adjust current strategies to future-proof your business.","After completing 1) Contextualizing the Landscape and 2) Defining Strategy and What Success Looks Like, run this flight with your management team. Examine the results from the previous flights from this series to inform your answers beforehand, and instruct your participants to do the same. ","What you're trying to do is improve your batting average in making good decisions that help all of your stakeholders.","Contextualizing the Future","In the first two flights of this series, we examined the market and our company’s place within this environment. Consequently, we now have new insights about shifting contexts and potential disruptors to our business and industry. This flight will help us consider future strategies and future-proof our business based on this information.",[2502,23,23,23,23,23,23,23,23],"What are the various scenarios for outcomes of your strategy? What might be a great, average or poor outcome? ",[2504,2505,2506],"Analysis of the future of the market","Ideas for adapting to a changing market and future-proof your business","Ideas to best leverage your people power",[72,116,51,480],{"_id":2509,"status":6,"version":7,"createdDate":2510,"createdUserId":9,"updatedUserId":10,"updatedDate":2511,"name":2512,"slug":2513,"description":2514,"instructions":2515,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":2516,"flightName":2517,"flightDescription":2518,"templateAuthorId":208,"questions":2519,"insights":2521,"categories":2524},"603401aa3bfbaf00015a7b7a","2021-02-22T19:10:34.000Z","2026-06-16T18:37:01.211Z","Refine Your MVP","refining-your-mvp","Producing a minimum viable product is one of the first milestones for a new business. This flight will help you and your teammates align on product features, focus on the problem your product will solve, and sufficiently test your MVP to ensure a successful product launch. Repeat this flight with your teammates as you continue to iterate through product versions to stay on track and test your assumptions. ","Run this flight with your team as you build your MVP. Later, run this flight again for every version of your product as you iterate and improve to stay on track and test your assumptions.","Excellence is the enemy of the good. Venture into the unknown. It’s fun and more interesting, and there’s a better chance of finding gold.","Refining Our MVP","As we build out our minimum viable product, this flight will help us align on product features, focus on the problem our product will solve, and sufficiently test our MVP to ensure a successful product launch.",[2520,23,23,23,23],"Who is our target market? What are their pain points? What product features are absolutely necessary to address this need?",[2522,2523],"Alignment on necessary features for MVP or new product iterations","Ideas of how to test new products",[136,116,570,296,51],{"_id":2526,"status":6,"version":7,"createdDate":2527,"createdUserId":9,"updatedUserId":10,"updatedDate":2528,"name":2529,"slug":2530,"description":2531,"instructions":2532,"heroImageUrl":146,"thumbnailUrl":146,"authorQuote":23,"flightName":2533,"flightDescription":2534,"templateAuthorId":149,"questions":2535,"insights":2537,"categories":2540},"6035a0a58bb0bd0001b4a5b9","2021-02-24T00:41:09.000Z","2026-06-16T18:37:01.295Z","Develop Brand Messaging with Customers","brand-messaging-with-customers","Your brand messaging and marketing strategies only exist to appeal to one kind of person: customers. Customer feedback is a vital asset for any company, so whether they are current or potential customers, it’s time to hear from this group directly and get a fresh, essential perspective.","Run this flight with a group of unique customers on a monthly or quarterly basis.","Developing Brand Messaging with Customers","Our brand messaging and marketing strategies only exist to appeal to one kind of person: customers—that’s you. Customer feedback is a vital asset for any company, so whether you are a current or potential customer, we want to hear from you directly to get a fresh, essential perspective.",[2536,23,23,23],"How would you describe our product to a friend?",[2538,2539],"New brand messaging ideas and insights","Customer feedback on your product and how it compares to similar products on the market",[177],{"_id":2542,"status":6,"version":7,"createdDate":2543,"createdUserId":9,"updatedUserId":10,"updatedDate":2544,"name":2545,"slug":2546,"description":2547,"instructions":2548,"heroImageUrl":883,"thumbnailUrl":883,"authorQuote":2549,"flightName":2545,"flightDescription":2550,"templateAuthorId":830,"questions":2551,"insights":2553,"categories":2557},"6036e819ca109600011947a5","2021-02-24T23:58:17.000Z","2026-06-16T18:37:01.381Z","Sprint Retrospective","sprint-retrospectives","Sprint retrospectives are key in ensuring your next sprint will be just as effective, if not more so. With this quick flight, developed by VMware’s CMO Carol Carpenter while she was serving as Global VP of Marketing at Google Cloud, check in with your team to see what worked, what didn’t, and how you can improve to increase efficiency and productivity going forward.","Run this flight with all participants of the sprint.","Balloon offers an opportunity to surface insights in a way that feels safe for you team.","We want to know how you think our latest sprint went, so we can iterate and improve the next one. Drop your thoughts in this quick flight to let us know what you think worked, what didn’t, and how we can improve sprints going forward.",[2552,23,23,23,23,23],"What is one thing we did during this sprint that we should continue doing?",[2554,2555,2556],"Suggestions on how to better run future sprints","What’s working well within the team","Running more effective meetings",[50,136,137,94],{"_id":2559,"status":6,"version":7,"createdDate":2560,"createdUserId":9,"updatedUserId":10,"updatedDate":2561,"name":2562,"slug":2563,"description":2564,"instructions":226,"heroImageUrl":2565,"thumbnailUrl":2565,"authorQuote":2566,"flightName":2567,"flightDescription":2568,"templateAuthorId":2569,"questions":2570,"insights":2572,"categories":2576},"6036eea1ca109600011947ad","2021-02-25T00:26:09.000Z","2026-06-16T18:37:01.464Z","Align Before a Candidate Search","align-before-a-candidate-search","Hiring the right people is a vital, delicate process for any company. Before posting a job description or interviewing applicants, start the hiring process by running this flight, developed by Thumbtack’s Chief People Officer Justin Angsuwat, to ensure internal alignment on the expectations, responsibilities, and qualities of the team member you need.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/justin-plan-hero.png","D&I has never been more important, and many organizations have thankfully crossed the first hurdle — believing in the why. Knowing the ‘how’ is sometimes the hardest part, but Balloon makes it easy.","Aligning Before a Candidate Search","Hiring the right people is a vital, delicate process, and we must surface unbiased feedback so we can make best choices. Before we post a job description or interview applicants, respond to the questions in this flight to help us align on the expectations, responsibilities, and qualities of the team member we need.","6036edb9ca109600011947ac",[2571,23,23,23,23,23],"What skills, traits, and experiences are vital for a candidate to be successful in the role?",[2573,2574,2575],"Alignment on the position, responsibilities, and best qualities of a potential hire","Ideas for job description language","Ideas for impactful interview questions ",[276],{"_id":2578,"status":6,"version":7,"createdDate":2579,"createdUserId":9,"updatedUserId":10,"updatedDate":2580,"name":2581,"slug":2582,"description":2583,"instructions":226,"heroImageUrl":186,"thumbnailUrl":186,"authorQuote":2584,"flightName":2585,"flightDescription":2586,"templateAuthorId":190,"questions":2587,"insights":2589,"categories":2591},"603d90cb938f36000194081d","2021-03-02T01:11:39.000Z","2026-06-16T18:37:01.546Z","Foster Productive Generosity","foster-productive-generosity","In his New York Times and Wall Street Journal bestselling book, Give and Take, Adam Grant explains how the tendency to operate as a giver or a taker has a surprising impact on success. In today's world, success is increasingly dependent on how we interact with others. Whereas takers strive to get as much as possible from others and matchers aim to trade evenly, givers are the rare breed of people who contribute to others without expecting anything in return and they often rise to the top. Creating a culture of giving behavior has the power to transform not just individuals and groups, but entire organizations and communities. Run this flight, developed with Adam Grant, to gather ideas to build a culture of fostering giving behavior and revolutionize your company.","Givers succeed in a way that creates a ripple effect influencing the success of others around them.","Fostering Productive Generosity","Creating a culture of generosity has the power to transform not just individuals and groups, but entire organizations and communities. This flight, developed with Adam Grant, will help our team gather ideas to build productive practices for giving and helping.",[2588,23,23,23],"As a company, how can we build a culture of generosity?",[2590],"Areas in which the company should reprioritize its giving tendencies",[30,116,136,177],{"_id":2593,"status":6,"version":7,"createdDate":2594,"createdUserId":9,"updatedUserId":10,"updatedDate":2595,"name":2596,"slug":2597,"description":2598,"instructions":1934,"heroImageUrl":1935,"thumbnailUrl":1935,"authorQuote":2599,"flightName":2596,"flightDescription":2600,"templateAuthorId":1938,"questions":2601,"insights":2603,"categories":2608},"6078a248fc6c790001bfca32","2021-04-15T20:30:00.000Z","2026-06-16T18:37:01.631Z","Improve Your Customer Service","improve-customer-service","Your Customer Success team is the closest touchpoint to the end consumer. As such, they are keenly aware of customers’ frustrations and desires surrounding your product. For Rowan Trollope, these authentic and empathetic conversations present an invaluable opportunity: listening to this feedback could be the difference between retaining and losing a customer or could even help you get ahead of the competition. Use this flight to help surface unmet customer needs, opportunities for greatness, and suggestions for increasing customer success empathy and decision making.","It’s starting to enter the consciousness of business leaders that 89% of customers value the experience over the product, that means that your customer service experience can be the difference between losing and keeping a customer.","The Customer Success team is the closest touchpoint to the end consumer. As such, they are keenly aware of customers’ frustrations and desires surrounding our product. These authentic and empathetic conversations present an invaluable opportunity: listening to this feedback could be the difference between retaining and losing a customer, and could even help us get ahead of the competition. This flight will help us surface unmet customer needs, opportunities for greatness, and suggestions for increasing customer success empathy and decision making.",[2602,23,23,23,23,23],"How can we better anticipate customer needs?",[2604,2605,1944,2606,2607],"Ideas to better anticipate customer needs","Opportunities to improve customer service and bring more empathy to customer interactions","Identification of a quicker pathway to customer love","How to make customer service team members' work more efficient",[94,30],{"_id":2610,"status":6,"version":7,"createdDate":2611,"createdUserId":9,"updatedUserId":10,"updatedDate":2612,"name":2613,"slug":2614,"description":2615,"instructions":2616,"heroImageUrl":846,"thumbnailUrl":846,"authorQuote":2617,"flightName":2618,"flightDescription":2619,"templateAuthorId":850,"questions":2620,"insights":2622,"categories":2626},"60a6fdfda18b470001ffbc3f","2021-05-21T00:25:33.000Z","2026-06-16T18:37:01.714Z","Balance Data with Intuition","balance-data-intuition","Rob Dyrdek knows what it takes to build a business: it takes commitment to track quantitative metrics, and the mindset that you must constantly rethink your metrics, to get the qualitative outcomes you want. There is power in appreciating both qualitative and quantitative data, listening, and looking differently at opportunities. Use this flight to rethink your metrics to propel your business to success.","Run this flight with your leadership and/or business (development, marketing, sales, content) team.","There’s qualitative data that pumps out these recurring quantitative things that you can change and optimize. Paying close attention to how you feel about different topics allows you to design a life and team that is balanced so anytime something comes in, you can see it from 30,000 feet rather than it imploding your whole universe, bringing everything down, and making you question every decision. ","Balancing Data with Intuition","To build a successful business, Rob Dyrdek believes it takes commitment to track quantitative metrics, and the mindset that you must constantly rethink these metrics, to get the qualitative outcomes you want. There is power in appreciating both qualitative and quantitative data, listening, and looking differently at opportunities. This flight will help us rethink our metrics to propel our business to success.",[2621,23,23,23,23],"What quantitative metrics should we track that we’re not currently that put us on a path to powerful qualitative outcomes?",[2623,2624,2625],"Metrics to start tracking","Ways to rethink achieving your north star metrics ","Ideas to consider new viewpoints on existing data",[51,570,116],{"_id":2628,"status":6,"version":7,"createdDate":2629,"createdUserId":9,"updatedUserId":10,"updatedDate":2630,"name":2631,"slug":2632,"description":2633,"instructions":900,"heroImageUrl":206,"thumbnailUrl":206,"authorQuote":2634,"flightName":2631,"flightDescription":2635,"templateAuthorId":208,"questions":2636,"insights":2638,"categories":2642},"60dbbd4e5f3f3c0001d3f10c","2021-06-30T00:39:42.000Z","2026-06-16T18:37:01.796Z","Evaluate Hybrid Meeting Best Practices","hybrid-meeting-practices","When all team members were gathered in an office, meetings were often informal and required minimal structure. In a hybrid environment, meetings require a deeper level of organization and structural rigor to maintain the same level of engagement. Use this flight to discuss how meeting preparation and structure should evolve in order to encourage equal participation and engagement from both co-located and remote team members.","We’re experienced in working across a table or with someone in the next cube, or down the hall. We’ve been able to read when interruption is OK and not, and how long we can engage with them before they become frustrated and just want to get back to what they were doing. Now that we’re bifurcated, we need to think about what new behaviors to employ.","When all team members were gathered in our office, meetings were often informal and required minimal structure. In a hybrid environment, meetings require a deeper level of organization and structural rigor to maintain the same level of engagement. This flight will help us determine how meeting preparation and structure should evolve in order to encourage equal participation and engagement from both co-located and remote team members.",[2637,23,23,23,23,23],"How should we change the structure of our meetings? Should agendas go out in advance? Reading materials? Pre-work?",[2639,2640,2641],"Suggested changes for agenda-setting and meeting structure to boost engagement","Tactical recommendations for your hybrid meeting set up","Evaluation of your team’s hybrid skillset",[137,94,95],{"_id":2644,"status":6,"version":7,"createdDate":2645,"createdUserId":9,"updatedUserId":10,"updatedDate":2646,"name":2647,"slug":2648,"description":2649,"instructions":147,"heroImageUrl":918,"thumbnailUrl":918,"authorQuote":147,"flightName":2647,"flightDescription":2650,"templateAuthorId":149,"questions":2651,"insights":2653,"categories":2656},"6165ce4f00d96e000166e5b9","2021-10-12T18:05:03.000Z","2026-06-16T18:37:01.879Z","Retrospective and Debrief","retrospective-and-debrief","This flight will help you debrief on a certain project or initiative, and identify what went well and what to improve for next time.","This flight will help us debrief on #{XYZ} project or initiative], and identify what went well and what to improve for next time.",[2652,23],"What went well during #{XYZ project}?",[2654,2655],"What went well about this project or initiative","Improvements to make for the next project",[137],{"_id":2658,"status":6,"version":7,"createdDate":2659,"createdUserId":9,"updatedUserId":10,"updatedDate":2660,"name":2661,"slug":2662,"description":2663,"instructions":756,"heroImageUrl":561,"thumbnailUrl":561,"authorQuote":147,"flightName":2661,"flightDescription":2664,"templateAuthorId":563,"questions":2665,"insights":2667,"categories":2671},"6179c2b57f7ccf0001d685d7","2021-10-27T21:20:53.000Z","2026-06-16T18:37:01.964Z","Intrapreneurship Brainstorm","intrapreneurship-brainstorm","While innovation and creativity can be difficult to harness within an established organization, new products, processes, and services are crucial drivers of growth. An intrapreneurship brainstorm can spark new ideas and increase your innovation potential. Use this flight to generate new value-added ideas that will revitalize your organization, identify the capabilities needed to bring these ideas to market, and align on next steps to bring these innovations to life.","While innovation and creativity can be difficult to harness within an established organization, new products, processes, and services are crucial drivers of growth. An intrapreneurship brainstorm can spark new ideas and increase our innovation potential. This flight will help us generate new value-added ideas that will revitalize your organization, identify the capabilities needed to bring these ideas to market, and align on next steps to bring these innovations to life.",[2666,23,23,23,23],"What ideas do you have that will add further value to what we provide in the market?",[2668,2669,2670],"New product ideas to mobilize and revitalize your organization","Insights into company credibility within the market","Internal knowledge gaps to fill with new hires",[116,51],{"_id":2673,"status":6,"version":7,"createdDate":2674,"createdUserId":9,"updatedUserId":10,"updatedDate":2675,"name":2676,"slug":2677,"description":2678,"instructions":2679,"heroImageUrl":918,"thumbnailUrl":918,"authorQuote":2680,"flightName":2676,"flightDescription":2681,"templateAuthorId":23,"questions":2682,"insights":2684,"categories":2690},"653ff8c808727600011ef0c9","2023-10-30T18:41:12.000Z","2026-06-16T18:37:02.047Z","Offseason Planning","off-season-planning","This flight will help your team reflect on your key takeaways from last season to guide planning for the upcoming season. You’ll delve into off-season priorities for player acquisitions and trades, strategize on how to capitalize on emerging trends, identify actionable pathways to progress, and more.","Use this flight with your team at the beginning of the offseason to make the most of this period.","  ","This flight will help us reflect on our key takeaways from last season to guide planning for the upcoming season. We’ll delve into off-season priorities for player acquisitions and trades, strategize on how to capitalize on emerging trends, identify actionable pathways to progress, and more.",[2683,23,23,23,23],"What are your key takeaways from last season, and how can we apply those lessons to our planning for the upcoming season? (One takeaway per response)",[2685,2686,2687,2688,2689],"Key takeaways from last season","Priority targets for the off-season","Emerging trends to incorporate","Contingency plans for the upcoming season","Next steps for the organization",[51],{"_id":2692,"status":6,"version":7,"createdDate":2693,"createdUserId":2694,"updatedUserId":10,"updatedDate":2695,"name":2696,"slug":2697,"description":2698,"instructions":2680,"heroImageUrl":2699,"thumbnailUrl":2699,"authorQuote":2700,"flightName":2696,"flightDescription":2701,"templateAuthorId":2702,"questions":2703,"insights":2705,"categories":2709},"66cceb9f7aebdf0001e4465d","2024-08-26T20:54:55Z","5bd84654fd0b78000182d84a","2026-06-16T18:37:02.130Z","Value Creation: The Value We Create Together at the Intersection of Our Work","ron-carucci-value-creation","Value creation occurs at the intersection of collaborative efforts, where combined strengths generate outcomes that exceed what any team could achieve alone. Strategic alignment is critical to ensuring that these joint efforts support the broader objectives of the organization and drive significant growth and innovation. This flight encourages participants to explore and articulate the unique value that emerges from their collaboration, understand how it aligns with and supports the company’s strategy, and consider the possibilities and risks involved in fully leveraging their collective potential.","https://flight-plan-assets.s3.amazonaws.com/plan-heroes/ron-plan-hero.jpg","The value we create together at the intersection of our work is not just additive—it's transformative. By aligning our efforts with strategic priorities and exploring the full range of possibilities, we can unlock growth and innovation that would be impossible to achieve alone.","At the intersection of our work lies the potential to create exceptional value that none of us could achieve alone. By focusing on strategic alignment and exploring the possibilities of our collaboration, we ensure that our joint efforts not only support the company's goals but also drive meaningful outcomes. This flight will help us articulate the unique value we bring together, understand how our work contributes to the broader strategy, and identify both the opportunities and risks inherent in our collaboration.","66cce9987aebdf0001e44655",[2704,23,23],"What is the value we create together that we could not achieve without each other? (E.g., Together, we design innovative packaging with beautiful graphics that not only satisfies our clients but also entices our customers.)",[2706,2707,2708],"Identification of the unique value generated through collaboration","Alignment of collaborative efforts with strategic priorities","Potential opportunities and risks, ensuring proactive risk management and maximization of impact",[218,1093],{"_id":2711,"status":6,"version":7,"createdDate":2712,"createdUserId":2713,"name":2714,"slug":2715,"description":2716,"instructions":2717,"heroImageUrl":2718,"thumbnailUrl":2718,"authorQuote":2719,"flightName":2720,"flightDescription":2721,"templateAuthorId":1905,"questions":2722,"insights":2724,"categories":2727},"6a31ad75e022105293d58bf9","2026-06-16T20:09:25.834Z","61958dcd77c1480001fe5707","some new template","some-slug-1","here is the desc","some instructions here","https://some.url.com","some quote from author","some flight name here","some flight desc here",[2723,23,23],"here is q1",[2725,2726],"here is insight1","insight 2 is right here",[29,28,2728],"Competitive Strategy",[2730,2743,2753,2763,2772,2782,2793,2803,2813,2825,2835,2845,2855,2865,2875,2885,2896,2903,2914,2924,2934,2944,2954,2964,2969,2979,2991,3001,3011,3021,3031,3041,3051,3063,3075,3085,3093,3103,3113,3120,3130,3140,3150,3160,3170],{"_id":2569,"status":6,"version":7,"createdDate":2731,"createdUserId":9,"updatedUserId":10,"updatedDate":2732,"fullName":2733,"title":2734,"bio":2735,"thumbnailUrl":2736,"heroImageUrl":2737,"socialMediaProfiles":2738},"2021-02-25T00:22:17.000Z","2026-06-16T18:37:02.413Z","Justin Angsuwat","Chief People Officer, Thumbtack","Justin Angsuwat is the Chief People Officer at Thumbtack. Since he joined Thumbtack in 2017, Angsuwat has overseen a huge expansion of Thumbtack’s workforce, which now boasts more than more than 1,000 employees. In addition to his executive role at Thumbtack, Angsuwat is an advisor to three high-growth startups, including Balloon. Angsuwat previously served as Head of Human Resources for its GTM function.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/justin-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/justin-author-hero.png",[2739],{"platform":2740,"handle":2741,"link":2742},"twitter","@BalloonPlatform","https://twitter.com/BalloonPlatform",{"_id":190,"status":6,"version":7,"createdDate":2744,"createdUserId":9,"updatedUserId":10,"updatedDate":2745,"fullName":2746,"title":2747,"bio":2748,"thumbnailUrl":2749,"heroImageUrl":2750,"socialMediaProfiles":2751},"2021-03-02T00:59:24.000Z","2026-06-16T18:37:02.502Z","Adam Grant","Organizational psychologist, professor, author","Adam Grant is a world-renowned organizational psychologist, a distinguished professor at the Wharton School of business, and the author of four \u003Ci>New York Times\u003C/i> \u003Ca href='https://www.adamgrant.net/books/' target=\"_blank\"> bestselling books\u003C/a>: \u003Ci>Give and Take, Originals, Option B, Power Moves, and Think Again\u003C/i>. His work has been lauded by publications like the \u003Ci>Wall Street Journal\u003C/i> and the \u003Ci>Financial Times\u003C/i> as well as by several world leaders, including Daniel Kahneman, Bill and Melinda Gates, and Malala Yousafzai, for helping people find meaning and motivation at work. Grant also proliferates his philosophies through TED talks and keynote speeches, his podcast  \u003Ca href='https://www.adamgrant.net/podcast/' target=\"_blank\"> WorkLife \u003C/a>, and his newsletter \u003Ca href='https://us3.campaign-archive.com/home/?u=a63d6b9b98ca61bee8d6e4953&id=ce42d66e7a' target=\"_blank\"> GRANTED \u003C/a>. ","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/adamgrant-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/adamgrant-author-hero.png",[2752],{"platform":2740,"handle":2741,"link":2742},{"_id":850,"status":6,"version":7,"createdDate":2754,"createdUserId":9,"updatedUserId":10,"updatedDate":2755,"fullName":2756,"title":2757,"bio":2758,"thumbnailUrl":2759,"heroImageUrl":2760,"socialMediaProfiles":2761},"2021-05-21T00:22:20.000Z","2026-06-16T18:37:02.586Z","Rob Dyrdek","Entrepreneur, venture capitalist, TV personality","Rob Dyrdek is an American entrepreneur, venture capitalist, producer, and reality TV personality most widely known for hosting and starring in the MTV series Ridiculousness, Rob Dyrdek’s Fantasy Factory, and Rob & Big. Beginning his career as a professional skateboarder at the age of 16 and founding his first company at 18, Dyrdek has leveraged his talent, personality, and mind for business to build a powerful and widely recognizable business empire. In 2016, he launched his venture studio \u003Ca HREF='https://dyrdekmachine.com/' Target=_blank> Dyrdek Machine\u003C/a>, which discovers and invests in disruptive companies across industries, including luxury brands, sports entertainment, consumer products, spirits, and technology.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/rob-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/rob-author-hero.jpg",[2762],{"platform":2740,"handle":2741,"link":2742},{"_id":543,"status":6,"version":7,"createdDate":2764,"createdUserId":9,"updatedUserId":10,"updatedDate":2765,"fullName":2766,"title":2767,"bio":2768,"thumbnailUrl":2769,"heroImageUrl":540,"socialMediaProfiles":2770},"2021-06-23T21:52:57.000Z","2026-06-16T18:37:02.671Z","Frances X. Frei and Anne Morriss","Frances X. Frei: Researcher, author, Professor of Technology and Operations Management at Harvard Business School | Anne Morriss: Thought leader, author, executive founder of The Leadership Consortium","Frances X. Frei is a Professor of Technology and Operations Management at Harvard Business School and a leading researcher on strategy, operations, and culture. In her 2018 \u003Ca href='https://www.ted.com/talks/frances_frei_how_to_build_and_rebuild_trust?language=en' Target=_blank> TED talk\u003C/a> on building trust in organizations, Frei highlighted redemption as her favorite human behavior. She regularly advises organizations with urgent culture change challenges, including Uber and Riot Games, where she helped to quickly address strategy, teamwork, and inclusion issues. Frei is married to Anne Morriss, a prolific author, thought leader, and executive founder of The Leadership Consortium, a leadership accelerator that helps its participants lead at senior levels of global organizations. The two work together to coach and advise senior leaders and have co-authored two best-selling leadership books: \u003Ci>Uncommon Service: How to Win by Putting Customers at the Core of Your Business \u003C/i> (2012) and \u003Ci>Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You \u003C/i>(2020).","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/anne-frances-author-thumb.jpg",[2771],{"platform":2740,"handle":2741,"link":2742},{"_id":563,"status":6,"version":7,"createdDate":2773,"createdUserId":9,"updatedUserId":10,"updatedDate":2774,"fullName":2775,"title":2776,"bio":2777,"thumbnailUrl":2778,"heroImageUrl":2779,"socialMediaProfiles":2780},"2021-10-27T19:50:27.000Z","2026-06-16T18:37:02.756Z","Alexandra Wilkis Wilson","Entrepreneur and co-founder, Clerisy, Gilt Groupe, GlamSquad","Alexandra Wilkis Wilson is one of the most prolific and active entrepreneurs in the intersection of fashion and tech. In 2020, Wilkis Wilson co-founded her latest company, the growth equity firm Clerisy, where she also serves as a managing partner. Previously, she was the co-founder and former CEO of innovative beauty and fashion companies GlamSquad and Fitz, as well as the co-founder the Gilt Groupe and former Chief Merchandising Officer of its fashion and lifestyle flash sale site Gilt.com.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/AWW-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/AWW-author-hero.jpg",[2781],{"platform":2740,"handle":2741,"link":2742},{"_id":2783,"status":6,"version":7,"createdDate":2784,"createdUserId":9,"updatedUserId":10,"updatedDate":2785,"fullName":2786,"title":2787,"bio":2788,"thumbnailUrl":2789,"heroImageUrl":2790,"socialMediaProfiles":2791},"6201b7214e68ca00010dfc43","2022-02-08T00:19:45.000Z","2026-06-16T18:37:02.839Z","Gabe Jewell and Lauren Michaels","Co-founder and CEO, MT Copeland\u003Cp>Head of Community Marketing, MT Copeland\u003C/p>","\u003Cp>Gabe Jewell is the co-founder and CEO of MT Copeland, a startup that offers online construction skill-building classes. While MT Copeland is Jewell’s first role as a co-founder, Jewell has previously worked in what he calls the “education-meets-entertainment” industry, most notably during his role as a Supervising Creative Producer at MasterClass from 2016 to early 2020. At MasterClass, Jewell led the creative strategies and effort for classes with various celebrity instructors, including Stephen Curry and Steve Martin.\u003C/p>\n\n\u003Cp>  \u003C/p>\n\n\u003Cp>Lauren has 10+ years of U.S. and global experience developing consumer marketing programs, most recently as a Brand Marketing Manager and Community Marketing Manager at Pinterest. Previously, she helped grow early stage startups. She holds a B.A. in Journalism from Southern Methodist University.\u003C/p>\n\n","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/gabe-lauren-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/gabe-lauren-author-hero.jpg",[2792],{"platform":2740,"handle":2741,"link":2742},{"_id":1330,"status":6,"version":7,"createdDate":2794,"createdUserId":9,"updatedUserId":10,"updatedDate":2795,"fullName":2796,"title":2797,"bio":2798,"thumbnailUrl":2799,"heroImageUrl":2800,"socialMediaProfiles":2801},"2022-04-27T18:55:20.000Z","2026-06-16T18:37:02.924Z","Shira Stember","COO, Snickerdoodle Labs","Shira Stember is Chief Operating Officer at Snickerdoodle Labs, a company that is using blockchain technology to reimagine the relationship between people, brands, and data. Before joining Snickerdoodle Labs, she was the Senior Vice President of Brand Innovation at the global bank, Citi. She is an experienced brand innovator and problem-solver with a demonstrated history of excellence working in the financial services industry. Shira is skilled in Web3 and blockchain technology, brand strategy, culture & engagement, values-based leadership, marketing, communications and partnership management.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/shira-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/shira-author-hero.jpg",[2802],{"platform":2740,"handle":2741,"link":2742},{"_id":108,"status":6,"version":7,"createdDate":2804,"createdUserId":9,"updatedUserId":10,"updatedDate":2805,"fullName":2806,"title":2807,"bio":2808,"thumbnailUrl":2809,"heroImageUrl":2810,"socialMediaProfiles":2811},"2021-02-22T18:15:26.000Z","2026-06-16T18:37:03.007Z","Terry Kramer","Professor of decisions, operations, and technology management, Anderson School of Management at UCLA","Terry Kramer is a professor of decisions, operations, and technology management at the UCLA Anderson School of Management. Kramer is one of the world’s experts on the intersection of technology and society, leading the telecommunications company Vodafone in several executive roles—including Chief Strategy Officer and Regional President for Vodafone Americas—throughout the 2000s. He later served as the head ambassador for the U.S. delegation at the World Conference on International Telecommunications under the Obama administration in 2012.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/terry-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/terry-author-hero.png",[2812],{"platform":2740,"handle":2741,"link":2742},{"_id":1938,"status":6,"version":7,"createdDate":2814,"createdUserId":9,"updatedUserId":10,"updatedDate":2815,"fullName":2816,"title":2817,"bio":2818,"thumbnailUrl":2819,"heroImageUrl":2820,"socialMediaProfiles":2821},"2021-04-15T20:21:32.000Z","2026-06-16T18:37:03.090Z","Rowan Trollope","CEO, Five9","Rowan Trollope is the CEO of Five9, a contact center platform that has led the customer service software industry into the future, built in the cloud, and delivering innovations on a continuous basis to customers worldwide. Before joining Five9 in 2018, Trollope led an illustrious career at Cisco, where he served as Senior Vice President and the General Manager of its Internet of Things (IoT) and Collaboration Technology division. At both Five9 and Cisco, Trollope has led his teams toward cutting-edge advancements at the intersection of customer experience, artificial intelligence, automation, and IoT technology.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/rowan-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/rowan-author-hero.png",[2822],{"platform":2740,"handle":2823,"link":2824},"@rowantrollope","https://twitter.com/rowantrollope",{"_id":20,"status":6,"version":7,"createdDate":2826,"createdUserId":9,"updatedUserId":10,"updatedDate":2827,"fullName":2828,"title":2829,"bio":2830,"thumbnailUrl":2831,"heroImageUrl":2832,"socialMediaProfiles":2833},"2021-02-19T18:21:05.000Z","2026-06-16T18:37:03.174Z","Alex Lieberman","Co-Founder and CEO, Morning Brew","Alex is executive chairman and co-founder of \u003Ca href='https://www.morningbrew.com/daily' target=\"_blank\"> Morning Brew \u003C/a>, a media startup making the business world engaging and illuminating for future business leaders. Morning Brew’s core newsletter has grown to an audience of over two million subscribers, and the company has branched out into the retail newsletter, the emerging technology newsletter, and a podcast. Along with co-founder Austin Rief, Lieberman launched Morning Brew as a senior at University of Michigan in 2015, where he received his BBA, with concentrations in markets and real estate. ","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/alex-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/alex-author-hero.png",[2834],{"platform":2740,"handle":2741,"link":2742},{"_id":341,"status":6,"version":7,"createdDate":2836,"createdUserId":9,"updatedUserId":10,"updatedDate":2837,"fullName":2838,"title":2839,"bio":2840,"thumbnailUrl":2841,"heroImageUrl":2842,"socialMediaProfiles":2843},"2021-02-19T19:16:49.000Z","2026-06-16T18:37:03.258Z","Bernadette Aulestia","Former President of Global Distribution, HBO","Bernadette Aulestia is an investor, advisor, and the former President of Global Distribution at HBO, where she oversaw HBO’s streaming platforms, HBO GO and HBO Now. Her expertise in marketing, distribution strategy, and management led her to her current roles, as a strategic advisor at e-learning group Encantos and a limited partner at Portfolia, a venture capital fund that funds female- and LGBTQ-founded early-stage startups. She worked at HBO from 1997 until her departure in June 2019.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/bernadette-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/bernadette-author-hero.png",[2844],{"platform":2740,"handle":2741,"link":2742},{"_id":361,"status":6,"version":7,"createdDate":2846,"createdUserId":9,"updatedUserId":10,"updatedDate":2847,"fullName":2848,"title":2849,"bio":2850,"thumbnailUrl":2851,"heroImageUrl":2852,"socialMediaProfiles":2853},"2021-02-19T21:18:45.000Z","2026-06-16T18:37:03.341Z","Daisy Auger-Dominguez","CPO, VICE Media Group","Daisy Auger-Dominguez is the Chief People Officer of VICE Media Group (VMG) as well as a human capital executive and expert of diversity, equity and inclusion. Throughout her tenure at VMG, Auger-Dominguez has led consistent, structured efforts to strengthen the company’s diversity, equity, and inclusion efforts. Previous to her role at VMG, she worked at leading brands like Google and The Walt Disney Company and founded Auger-Dominguez Ventures, a workplace culture consultancy.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/daisy-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/daisy-author-hero.png",[2854],{"platform":2740,"handle":2741,"link":2742},{"_id":382,"status":6,"version":7,"createdDate":2856,"createdUserId":9,"updatedUserId":10,"updatedDate":2857,"fullName":2858,"title":2859,"bio":2860,"thumbnailUrl":2861,"heroImageUrl":2862,"socialMediaProfiles":2863},"2021-02-19T22:26:45.000Z","2026-06-16T18:37:03.427Z","Katelin Holloway","Founding partner and Head of People, Seven Seven Six","Katelin Holloway is a founding partner at venture capital firm \u003Ca href='https://www.sevensevensix.com/' target=_Blank> Seven Seven Six\u003C/a>, where she invests in people-first companies and manages the firm’s programs, including the Growth & Caregiving 2% Commitment, Operator in Residence program, and all diversity, inclusion, and belongingness efforts. Prior to joining Seven Seven Six, Holloway worked at Pixar Animation Studios as a production assistant before serving as the Vice President of People & Culture at Reddit, where she helped grow the team from 70 to nearly 700 people.\n\n","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/katelin-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/katelin-author-hero.png",[2864],{"platform":2740,"handle":2741,"link":2742},{"_id":1636,"status":6,"version":7,"createdDate":2866,"createdUserId":9,"updatedUserId":10,"updatedDate":2867,"fullName":2868,"title":2869,"bio":2870,"thumbnailUrl":2871,"heroImageUrl":2872,"socialMediaProfiles":2873},"2021-02-24T23:51:36.000Z","2026-06-16T18:37:03.513Z","Austin Brown","Senior Strategy & Business Development Manager, U.S. Cellular","Austin Brown is the Innovation Manager at U.S. Cellular, where he is responsible for driving innovation from ideation through execution throughout all functions of the organization with more than 7,000 employees. Brown has always been a champion for innovation and out-of-the-box solutions throughout his industry-spanning career. Before joining U.S. Cellular, Brown worked as a business development manager for partnerships and investments at the Chicago Tribune Media Group.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/austin-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/austin-author-hero.png",[2874],{"platform":2740,"handle":2741,"link":2742},{"_id":830,"status":6,"version":7,"createdDate":2876,"createdUserId":9,"updatedUserId":10,"updatedDate":2877,"fullName":2878,"title":2879,"bio":2880,"thumbnailUrl":2881,"heroImageUrl":2882,"socialMediaProfiles":2883},"2021-02-24T23:56:13.000Z","2026-06-16T18:37:03.597Z","Carol Carpenter","Chief Marketing Officer, VMware","Carol Carpenter is the Chief Marketing Officer at VMware. Having previously served as the Global VP of Marketing at Google Cloud, Carpenter has cultivated a deep understanding of digital marketing, product strategy, and the tech industry. Carpenter has a degree in economics from Stanford University and received her MBA in marketing and technology from Harvard University.\n\n","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/carol-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/carol-author-hero.jpg",[2884],{"platform":2740,"handle":2741,"link":2742},{"_id":2886,"status":6,"version":7,"createdDate":2887,"createdUserId":9,"updatedUserId":10,"updatedDate":2888,"fullName":2889,"title":2890,"bio":2891,"thumbnailUrl":2892,"heroImageUrl":2893,"socialMediaProfiles":2894},"60467f9ab96acc0001ed8d2b","2021-03-08T19:48:42.000Z","2026-06-16T18:37:03.681Z","Erica Brescia","COO GitHub","Erica Brescia is the Chief Operating Officer at GitHub, where she partners with the rest of the leadership team to build the best possible home for 50 million developers and counting. Prior to joining GitHub, she was the COO and co-founder of Bitnami (acquired by VMware), which automates the deployment of applications to the cloud. Erica serves on the board of directors of the Linux Foundation and as an operating partner at X Factor Ventures, an angel fund out of which female founders invest in the next generation of female founders pursuing billion dollar opportunities.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/erica-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/erica-author-hero.png",[2895],{"platform":2740,"handle":2741,"link":2742},{"_id":1311,"status":6,"version":7,"createdDate":2897,"createdUserId":9,"updatedUserId":10,"updatedDate":2898,"fullName":2786,"title":2899,"bio":2900,"thumbnailUrl":2789,"heroImageUrl":2790,"socialMediaProfiles":2901},"2022-02-08T00:20:30.000Z","2026-06-16T18:37:03.765Z","Gabe is co-founder and CEO and Lauren is Head of Community Marketing, MT Copeland","\u003Cp>Gabe Jewell is the co-founder and CEO of MT Copeland, a startup that offers online construction skill-building classes. While MT Copeland is Jewell’s first role as a co-founder, Jewell has previously worked in what he calls the “education-meets-entertainment” industry, most notably during his role as a Supervising Creative Producer at MasterClass from 2016 to early 2020. At MasterClass, Jewell led the creative strategies and effort for classes with various celebrity instructors, including Stephen Curry and Steve Martin.\u003C/p>\n\u003Cp>                                       \u003C/p>\n\u003Cp>Lauren has 10+ years of U.S. and global experience developing consumer marketing programs, most recently as a Brand Marketing Manager and Community Marketing Manager at Pinterest. Previously, she helped grow early stage startups. She holds a B.A. in Journalism from Southern Methodist University.\u003C/p>\n\n",[2902],{"platform":2740,"handle":2741,"link":2742},{"_id":982,"status":6,"version":7,"createdDate":2904,"createdUserId":9,"updatedUserId":10,"updatedDate":2905,"fullName":2906,"title":147,"bio":2907,"thumbnailUrl":2908,"heroImageUrl":2909,"socialMediaProfiles":2910},"2022-04-07T20:04:23.000Z","2026-06-16T18:37:03.848Z","TrueCar People Team","\u003Cp>\u003Cb>Cristina Rivard\u003C/b>\u003C/p>\n\u003Cp>Senior Director of People at TrueCar\u003C/p>\n\u003Cp>Cristina Rivard is the Senior Director of People at TrueCar. She focuses on organizational development and is passionate about creating and making space for others to flourish. Before joining TrueCar, she spent 13+ years in influential HR positions at Riot Games and Target. Cristina received her MBA in Leadership and Sustainability from the University of Minnesota Carlson School of Management and her Bachelor of Arts from the University of Michigan.\u003C/p>\n\n\u003Cp> \u003C/p>\n\n\u003Cp>\u003Cb>Tiffany Hamilton\u003C/b>\u003C/p>\n\u003Cp>Senior DEI Program Manager at TrueCar\u003C/p>\n\u003Cp>Tiffany Hamilton is a Senior DEI Program Manager at TrueCar. A compassionate, committed and engaged DEI leader, Tiffany creates and implements DEI and change management strategies that empower people and organizations. Tiffany received her B.A. in communication studies and sociology with a minor in education and her Doctorate of Education in educational leadership from the University of California, Los Angeles.\u003C/p>\n\n\u003Cp> \u003C/p>\n\n\u003Cp>\u003Cb>Lauren Ventrudo\u003C/b>\u003C/p>\n\u003Cp>Senior People Business Partner at TrueCar\u003C/p>\n\u003Cp>Lauren Ventrudo is a Senior People Business Partner at TrueCar. Under the organizational effectiveness team, she works directly with business leaders and teams to facilitate and support programming on the ground floor. Prior to joining TrueCar, she had 8 years of experience in the People and Human Capital space, including 3 years as a Human Capital Consultant at Deloitte. Lauren received her Bachelor of Arts from Pomona College.\u003C/p>","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/truecar-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/truecar-author-hero.jpg",[2911],{"platform":2740,"handle":2912,"link":2913},"@TrueCar","https://twitter.com/TrueCar",{"_id":637,"status":6,"version":7,"createdDate":2915,"createdUserId":9,"updatedUserId":10,"updatedDate":2916,"fullName":2917,"title":2918,"bio":2919,"thumbnailUrl":2920,"heroImageUrl":2921,"socialMediaProfiles":2922},"2021-02-12T01:02:36.000Z","2026-06-16T18:37:03.931Z","Adam Goldstein","Entrepreneur, investor, author","Adam Goldstein is an American entrepreneur, investor, and author. Along with Reddit co-founder Steven Huffman, Goldstein founded travel deals startup Hipmunk, where he served as CEO until late 2018 when he left to focus on other investment and writing opportunities. As a notable figure in the startup space, as well as as a visiting partner at Y Combinator, Goldstein has distilled and proliferated his thoughts on the role of anxiety in the workplace through guest spots on several podcasts, numerous Q&As, and his own \u003Ca href='https://adamjuliangoldstein.com/blog' target=\"_blank\"> blog posts \u003C/a> ","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/adam-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/adam-author-hero.png",[2923],{"platform":2740,"handle":2741,"link":2742},{"_id":1385,"status":6,"version":7,"createdDate":2925,"createdUserId":9,"updatedUserId":10,"updatedDate":2926,"fullName":2927,"title":2928,"bio":2929,"thumbnailUrl":2930,"heroImageUrl":2931,"socialMediaProfiles":2932},"2021-02-12T02:37:16.000Z","2026-06-16T18:37:04.027Z","Dr. Ethan Burris, PhD","Professor of Management, McCombs School of Business at the University of Texas at Austin","Dr. Ethan Burris, PhD, is a professor of management at the McCombs School of Business at the University of Texas at Austin, where he is also the department chair and the Director of the Center for Leadership and Ethics. Dr. Burris’ research pioneered the idea and analysis of employee voice, and his work has been published in several prestigious journals, including \u003Ci>Administrative Science Quarterly, Academy of Management Journal,\u003C/i> and \u003Ci>Journal of Applied Psychology\u003C/i>. Dr. Burris and his work have also been featured in \u003Ci>Harvard Business Review, The New York Times,\u003C/i> and \u003Ci>The Wall Street Journal\u003C/i>.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/ethan-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/ethan-author-hero.png",[2933],{"platform":2740,"handle":2741,"link":2742},{"_id":86,"status":6,"version":7,"createdDate":2935,"createdUserId":9,"updatedUserId":10,"updatedDate":2936,"fullName":2937,"title":2938,"bio":2939,"thumbnailUrl":2940,"heroImageUrl":2941,"socialMediaProfiles":2942},"2021-02-22T16:45:59.000Z","2026-06-16T18:37:04.112Z","Matt Mullenweg ","CEO, Automattic","Matt Mullenweg is a web developer and entrepreneur, as well as the co-founder of WordPress and CEO of \u003Ca HREF='https://automattic.com/' target=_blank> Automattic Inc.\u003C/a>, the holding company of WordPress, Tumblr, Woocommerce, WordPress VIP, and Jetpack. Mullenweg was an early proponent of distributed teams, citing the access to top talent without geographical boundaries, and hosts a podcast on the topic, \u003Ca HREF='https://distributed.blog/podcast/' target=_blank>\u003Ci>Distributed with Matt Mullenweg\u003C/i>\u003C/a>. For the majority of this career, Mullenweg has also been a visible champion for open source and accessible software for all.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/matt-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/matt-author-hero.png",[2943],{"platform":2740,"handle":2741,"link":2742},{"_id":208,"status":6,"version":7,"createdDate":2945,"createdUserId":9,"updatedUserId":10,"updatedDate":2946,"fullName":2947,"title":2948,"bio":2949,"thumbnailUrl":2950,"heroImageUrl":2951,"socialMediaProfiles":2952},"2021-02-22T19:06:30.000Z","2026-06-16T18:37:04.194Z","Scott Kurnit","Founder, Former CEO, About.com","Scott Kurnit is an entrepreneur, angel investor, and media pioneer. He is the founder and former chairman and CEO of \u003Ca HREF='https://www.dotdash.com/' Target=_blank> About, Inc.\u003C/a>, as well as the former president of Showtime Event Television,  Showtime’s pay-per-view distributor of special programming. He is widely recognized in the media industry as a leader in his field: He’s received  awards from organizations like American Advertising Federation, the National Cable Television Association, and the Emmys. Currently, he works as a Board member and angel investor/advisor with a focus on high-growth startups.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/scott-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/scott-author-hero.png",[2953],{"platform":2740,"handle":2741,"link":2742},{"_id":1106,"status":6,"version":7,"createdDate":2955,"createdUserId":9,"updatedUserId":10,"updatedDate":2956,"fullName":2957,"title":2958,"bio":2959,"thumbnailUrl":2960,"heroImageUrl":2961,"socialMediaProfiles":2962},"2021-02-24T19:58:08.000Z","2026-06-16T18:37:04.278Z","Sally Thornton","Founder & CEO, Forshay","Sally Thornton is the founder and CEO of \u003Ca HREF='https://forshay.com/' Target=_blank> Forshay\u003C/a>, a firm that focuses on how people can do their best work through executive recruiting, interim professionals, and improving the system of work through increased diversity, inclusion, and belonging. A leader on topics like the future of work, women in leadership, DI&B, and the science behind the work-life blend, Thornton is also a recognized public speaker: She has given two TEDx talks and regularly delivers keynote speeches in both private and public forums.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/sally-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/sally-author-hero.png",[2963],{"platform":2740,"handle":2741,"link":2742},{"_id":511,"status":6,"version":7,"createdDate":2965,"createdUserId":9,"updatedUserId":10,"updatedDate":2966,"fullName":2889,"title":2890,"bio":2891,"thumbnailUrl":2892,"heroImageUrl":2893,"socialMediaProfiles":2967},"2021-03-08T19:47:08.000Z","2026-06-16T18:37:04.359Z",[2968],{"platform":2740,"handle":2741,"link":2742},{"_id":1143,"status":6,"version":7,"createdDate":2970,"createdUserId":9,"updatedUserId":10,"updatedDate":2971,"fullName":2972,"title":2973,"bio":2974,"thumbnailUrl":2975,"heroImageUrl":2976,"socialMediaProfiles":2977},"2021-03-19T18:04:47.000Z","2026-06-16T18:37:04.442Z","Gabe Jewell","Co-founder and CEO, MT Copeland","Gabe Jewell is the co-founder and CEO of \u003Ca href='https://mtcopeland.com/' Target=_blank>MT Copeland\u003C/a>, a startup that offers online construction skill-building classes. While MT Copeland is Jewell’s first self-founded company, Jewell has previously worked in what he calls the “education-meets-entertainment” industry, most notably during his role as a Supervising Creative Producer at MasterClass from 2016 to early 2020. At MasterClass, Jewell led the creative strategies and effort for classes with various celebrity instructors, including Stephen Curry and Steve Martin.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/gabe-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/gabe-author-hero.jpg",[2978],{"platform":2740,"handle":2741,"link":2742},{"_id":249,"status":6,"version":7,"createdDate":2980,"createdUserId":9,"updatedUserId":10,"updatedDate":2981,"fullName":2982,"title":2983,"bio":2984,"thumbnailUrl":2985,"heroImageUrl":2986,"socialMediaProfiles":2987},"2022-02-23T23:08:24.000Z","2026-06-16T18:37:04.528Z","Bob Wilkinson","Head of Engineering at Coalition","Bob Wilkinson is a seasoned industry leader with more than two decades of experience in engineering and data organizations. As Head of Engineering at leading cyber insurance and security company Coalition, Wilkinson is responsible for driving the next phase of growth for Coalition’s engineering and data teams. Before Coalition, Wilkinson was General Manager of Amazon CloudWatch and X-Ray at Amazon Web Services (AWS), where he grew the business to more than a million customers. Prior to AWS, Wilkinson held multiple leadership roles at Tektronix Communications and InfiniDB Inc.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/bob-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/bob-author-hero.jpg",[2988],{"platform":2740,"handle":2989,"link":2990},"@bobwilkinson20","https://twitter.com/bobwilkinson20",{"_id":43,"status":6,"version":7,"createdDate":2992,"createdUserId":9,"updatedUserId":10,"updatedDate":2993,"fullName":2994,"title":2995,"bio":2996,"thumbnailUrl":2997,"heroImageUrl":2998,"socialMediaProfiles":2999},"2021-02-19T20:52:49.000Z","2026-06-16T18:37:04.610Z","Christine Hofbeck","Actuary, speaker, author","Christine Hofbeck is an American actuary, professional public speaker, and the author of \u003Ci>\u003Ca href='https://www.christinehofbeck.com/author' target=_blank> Winning Conditions: How to Achieve the Professional Success You Deserve by Managing the Details That Matter\u003C/a>\u003C/i>. In 2017, she was the runner-up on CBS’s hit reality television show \u003Ci>Survivor: Heroes v. Healers v. Hustlers,\u003C/i> where she was placed on the Heroes tribe for breaking the glass ceiling for women in business. ","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/christine-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/christine-author-hero.png",[3000],{"platform":2740,"handle":2741,"link":2742},{"_id":401,"status":6,"version":7,"createdDate":3002,"createdUserId":9,"updatedUserId":10,"updatedDate":3003,"fullName":3004,"title":3005,"bio":3006,"thumbnailUrl":3007,"heroImageUrl":3008,"socialMediaProfiles":3009},"2021-02-22T17:26:16.000Z","2026-06-16T18:37:04.695Z","Peter Goldberg","Founder, PLG Ventures + Former President and CEO of AmTrust Bank - Featuring Ajey Kaushal","\u003Cp>Peter Goldberg is the founder of venture capital firm \u003Ca HREF='https://www.plgventures.com/' Target=_blank> PLG Ventures \u003C/a>, which focuses on funding early-stage, highly innovative companies. Goldberg’s educational and professional backgrounds in banking—including master’s degree in leadership development, his MBA in organizational behavior, and his tenure as the president and CEO of AmTrust Bank—have helped him become a fixture in Southern California’s venture capital scene. Goldberg is also a budding TV personality through his regular appearances on \u003Ci>Entrepreneur Elevator Pitch\u003C/i>.\u003C/p>\n\n\u003Cp>Ajey Kaushal is the Chief of Staff for Topa Equities, a Southern California-based diversified holding company, where he supports a portfolio of more than 20 subsidiary entities across business strategy, performance management, and organizational culture. Previously, he was an associate for PLG Ventures, where he led the firm’s investment focus across consumer verticals. \u003C/p>","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/peter-ajey-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/peter-ajey-author-hero.png",[3010],{"platform":2740,"handle":2741,"link":2742},{"_id":289,"status":6,"version":7,"createdDate":3012,"createdUserId":9,"updatedUserId":10,"updatedDate":3013,"fullName":3014,"title":3015,"bio":3016,"thumbnailUrl":3017,"heroImageUrl":3018,"socialMediaProfiles":3019},"2021-02-12T18:36:40.000Z","2026-06-16T18:37:04.778Z","Howard Tullman","Serial entrepreneur, venture capitalist, educator and author ","Howard Tullman is an American serial entrepreneur, venture capitalist, educator, writer, and public speaker. He is the former CEO of \u003Ca href='https://https://1871.com/' Target=_blank>1871\u003C/a>, a non-profit startup incubator ranked Number 1 in the world, the past President of two colleges, and the founding Executive Director of the Ed Kaplan Family Institute for Innovation and Entrepreneurship at the Illinois Institute of Technology in Chicago. Currently, Tullman serves as a managing partner for G2T3V, an early-stage investment firm. Tullman has written a weekly \u003Ci>Inc.\u003C/i> magazine column on entrepreneurs, startups, and innovation for the last 8 years along with several dozen books. ","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/howard-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/howard-author-hero.png",[3020],{"platform":2740,"handle":2741,"link":2742},{"_id":64,"status":6,"version":7,"createdDate":3022,"createdUserId":9,"updatedUserId":10,"updatedDate":3023,"fullName":3024,"title":3025,"bio":3026,"thumbnailUrl":3027,"heroImageUrl":3028,"socialMediaProfiles":3029},"2021-02-22T04:15:16.000Z","2026-06-16T18:37:04.861Z","Richard Parsons","Former chairman & CEO, Time Warner","Richard “Dick” Parsons is an American businessman, the former chairman of Citigroup, and the former chairman and CEO of Time Warner. In addition to his expansive career in business leadership, Parsons is also an active philanthropist and humanitarian: He has served on the boards for the Jazz Foundation of America, the Apollo Theater Foundation, and the Smithsonian National Museum of African American History and Culture.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/dick-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/richard-author-hero.png",[3030],{"platform":2740,"handle":2741,"link":2742},{"_id":129,"status":6,"version":7,"createdDate":3032,"createdUserId":9,"updatedUserId":10,"updatedDate":3033,"fullName":3034,"title":3035,"bio":3036,"thumbnailUrl":3037,"heroImageUrl":3038,"socialMediaProfiles":3039},"2021-02-22T18:37:59.000Z","2026-06-16T18:37:04.945Z","Rishad Tobaccowala","Author, speaker; former Chief Growth Officer, Publicis Groupe","Rishad Tobaccowala is the former Chief Growth Officer at Publicis Groupe, an advertising and communications firm with more than 80,000 employees, and the author of \u003Ci>\u003Ca HREF='https://rishadtobaccowala.com/book' Target=_blank> Restoring the Soul of Business: Staying Human in the Age of Data\u003C/a>\u003C/i>, published by HarperCollins in January 2020. Tobaccowala is also a sought-after keynote speaker, a regular guest on several business podcasts, and the author of a weekly blog, \u003Ci>\u003Ca HREF='https://rishad.substack.com/' Target=_blank> The Future Does Not Fit in the Containers of the Past \u003C/a>\u003C/i>.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/rishad-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/rishad-author-hero.png",[3040],{"platform":2740,"handle":2741,"link":2742},{"_id":1905,"status":6,"version":7,"createdDate":3042,"createdUserId":9,"updatedUserId":10,"updatedDate":3043,"fullName":3044,"title":3045,"bio":3046,"thumbnailUrl":3047,"heroImageUrl":3048,"socialMediaProfiles":3049},"2021-02-24T23:45:06.000Z","2026-06-16T18:37:05.031Z","Andrew Ball","Director of Baseball Operations, LA Angels","Andrew Ball is the director of baseball operations for the Los Angeles Angels, a 51-year-old Anaheim-based institution. As Director of Baseball Operations, Ball is a driving force behind scouting strategies, business development, and player well-being. He oversees all players and on-field personnel throughout the Angels’ major league roster and minor league system. Ball has been working in baseball operations for over a decade since he spent his first internship at Berkshire Baseball in 2010.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/andrew-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/andrew-author-hero.png",[3050],{"platform":2740,"handle":2741,"link":2742},{"_id":230,"status":6,"version":7,"createdDate":3052,"createdUserId":9,"updatedUserId":10,"updatedDate":3053,"fullName":3054,"title":3055,"bio":3056,"thumbnailUrl":3057,"heroImageUrl":3058,"socialMediaProfiles":3059},"2021-07-13T04:16:46.000Z","2026-06-16T18:37:05.114Z","Arianna Huffington","Founder, The Huffington Post, CEO, Thrive Global","\u003Cp>Arianna Huffington is the founder and CEO of Thrive Global, the founder of The Huffington Post, and the author of 15 books, including \u003Ci>Thrive\u003C/i> and \u003Ci>The Sleep Revolution\u003C/i>. In 2016, she launched Thrive Global, a leading behavior change tech company with the mission of changing the way we work and live by ending the collective delusion that burnout is the price we must pay for success.\u003C/p>\n\n\u003Cp>She has been named to Time Magazine's list of the world’s 100 most influential people and the Forbes Most Powerful Women list. Originally from Greece, she moved to England when she was 16 and graduated from Cambridge University with an M.A. in economics. At 21, she became president of the famed debating society, the Cambridge Union.\u003C/p>\n\n\u003Cp>She serves on numerous boards, including Onex and The B Team.\u003C/p>\n\n\u003Cp>Her last two books, \u003Ci>Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder\u003C/i> and \u003Ci>The Sleep Revolution: Transforming Your Life, One Night At A Time\u003C/i>, both became instant international bestsellers. Most recently, she wrote the foreword to Thrive Global's first book \u003Ci>Your Time to Thrive: End Burnout, Increase Well-being, and Unlock Your Full Potential with the New Science of Microsteps\u003C/i>.\u003C/p>","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/arianna-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/arianna-author-hero.jpg",[3060],{"platform":2740,"handle":3061,"link":3062},"@ariannahuff","https://twitter.com/ariannahuff",{"_id":599,"status":6,"version":7,"createdDate":3064,"createdUserId":9,"updatedUserId":10,"updatedDate":3065,"fullName":3066,"title":3067,"bio":3068,"thumbnailUrl":3069,"heroImageUrl":3070,"socialMediaProfiles":3071},"2023-05-03T18:22:54.000Z","2026-06-16T18:37:05.200Z","Andy Dunn","Co-founder of Bonobos, venture capitalist, author","\u003Cp>Andy Dunn co-founded the digitally native, direct-to-consumer menswear brand Bonobos in 2007 and served as CEO through its 2017 acquisition by Walmart. As an angel investor and through his venture capital firm, Red Swan, Dunn has backed more than 200 startups, including Warby Parker, Dia & Co, and Coinbase. Dunn serves on the boards of Monica + Andy, an organic baby-apparel company founded by his sister, and the nonprofit Raisedby.Us. He also authored an autobiography called \u003Ci>Burn Rate: Launching a Startup and Losing My Mind\u003C/i> in 2022.\u003C/p>\n\u003Cbr>\n\u003Cp> Named to Fortune’s 40 Under 40 list in 2018, he is a graduate of Northwestern University and the Stanford Graduate School of Business. \u003C/p>","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/andy-dunn-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/andy-dunn-author-hero.jpg",[3072],{"platform":2740,"handle":3073,"link":3074},"@dunn","https://twitter.com/dunn",{"_id":473,"status":6,"version":7,"createdDate":3076,"createdUserId":9,"updatedUserId":10,"updatedDate":3077,"fullName":3078,"title":3079,"bio":3080,"thumbnailUrl":3081,"heroImageUrl":3082,"socialMediaProfiles":3083},"2021-02-24T23:59:12.000Z","2026-06-16T18:37:05.285Z","Emily McDonald","Founder & President, The Stylist LA","Emily McDonald is the founder and President of \u003Ca href='https://www.stylistla.com/' Target=_blank>The Stylist LA\u003C/a>, a modern, sustainable fashion company that allows customers, most of whom are millennial and Gen Z women, to rent and return clothes from their favorite brands. Since 2014, McDonald has grown her business from an innovative idea to a nationwide company with two brick-and-mortar showrooms in Los Angeles and San Francisco.\n\n","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/emily-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/emily-author-hero.png",[3084],{"platform":2740,"handle":2741,"link":2742},{"_id":169,"status":6,"version":7,"createdDate":3086,"createdUserId":9,"updatedUserId":10,"updatedDate":3087,"fullName":3088,"title":3089,"bio":3090,"thumbnailUrl":2892,"heroImageUrl":2893,"socialMediaProfiles":3091},"2021-02-25T00:13:13.000Z","2026-06-16T18:37:05.372Z","Erica Kammann","VP, Chief of Staff, MasterClass","Erica Kammann is the VP, Chief of Staff at MasterClass. As VP, Chief of Staff, Kammann oversees and leads Masterclass’ People, Program Management, Member Support, and Community teams, all of which are pivotal in creating MasterClass’s cohort of expert instructors as well as maximizing the product’s value. Before matriculating to her current role, Kammann served as the director of special projects and the senior director of program management. Kammann is also a former founder—in February 2011, she co-founded the retail logistics platform Suddenlee.",[3092],{"platform":2740,"handle":2741,"link":2742},{"_id":493,"status":6,"version":7,"createdDate":3094,"createdUserId":9,"updatedUserId":10,"updatedDate":3095,"fullName":3096,"title":3097,"bio":3098,"thumbnailUrl":3099,"heroImageUrl":3100,"socialMediaProfiles":3101},"2021-02-25T00:17:18.000Z","2026-06-16T18:37:05.457Z","Judy Doherty","Associate Vice President for Advancement Systems and Services, Dartmouth College","Judy Doherty is the Associate Vice President for Advancement Systems and Services at Dartmouth College, a world-renown Ivy League institution. In her role, Doherty oversees all technology and data management systems for Dartmouth, as well as the entire Advancement Systems and Services department.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/judy-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/judy-author-hero.png",[3102],{"platform":2740,"handle":2741,"link":2742},{"_id":2328,"status":6,"version":7,"createdDate":3104,"createdUserId":9,"updatedUserId":10,"updatedDate":3105,"fullName":3106,"title":3107,"bio":3108,"thumbnailUrl":3109,"heroImageUrl":3110,"socialMediaProfiles":3111},"2021-06-30T17:07:24.000Z","2026-06-16T18:37:05.545Z","Robert Krauss","Director of Sales, CenturyLink","Robert Krauss is a proven expert in the cloud communications and services industry. He is currently the Director of Sales at CenturyLink, where he directs all sales strategies for the company’s hybrid IT solutions to the financial services vertical. Throughout his nearly-40-year career, Krauss has led numerous teams in the IT industry: Before joining the Lumen team in 2016, Krauss served as the Regional Director at ElasticBox, the Director of Strategic Alliances at Bitdefender, the Director of Corporate Business Development at Trend Micro, the VP of Business Development at Truviso, and more. Krauss also mentors and advises young companies through DreamIt Ventures, a science and technology accelerator.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/robert-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/robert-author-hero.jpg",[3112],{"platform":2740,"handle":2741,"link":2742},{"_id":149,"status":6,"version":7,"createdDate":3114,"createdUserId":9,"updatedUserId":10,"updatedDate":3115,"fullName":3116,"title":23,"bio":3117,"thumbnailUrl":23,"heroImageUrl":146,"socialMediaProfiles":3118},"2021-02-10T22:29:59.000Z","2026-06-16T18:37:05.630Z","The Balloon Team","Balloon is an insight mobility platform that uncovers transformational thinking and drives growth. It allows teams to contribute true input and evaluate it on merit, so everyone can align and win together.\n\nThrough Balloon, teams share and vote on input anonymously, which eliminates costly biases, increases thought diversity, and amplifies the strongest insights. The platform functions through a quick, phased process that also streamlines workflows, leading to fewer meetings and great results, faster.",[3119],{"platform":2740,"handle":2741,"link":2742},{"_id":268,"status":6,"version":7,"createdDate":3121,"createdUserId":9,"updatedUserId":10,"updatedDate":3122,"fullName":3123,"title":3124,"bio":3125,"thumbnailUrl":3126,"heroImageUrl":3127,"socialMediaProfiles":3128},"2021-02-12T01:43:42.000Z","2026-06-16T18:37:05.713Z","Aubrie Pagano","Angel investor, venture capitalist, CEO of Bow & Drape","Aubrie Pagano is the CEO and co-founder of \u003Ca href='https://bowanddrape.com/' target=_blank> Bow & Drape\u003C/a>, a custom apparel startup with a primarily female customer base. Pagano is also a prolific venture capitalist and angel investor: She currently serves as an investment partner at XFactor Ventures, as well as a general partner at Alpaca VC, formerly Corigin Ventures.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/aubrie-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/aubrie-author-hero.png",[3129],{"platform":2740,"handle":2741,"link":2742},{"_id":1404,"status":6,"version":7,"createdDate":3131,"createdUserId":9,"updatedUserId":10,"updatedDate":3132,"fullName":3133,"title":3134,"bio":3135,"thumbnailUrl":3136,"heroImageUrl":3137,"socialMediaProfiles":3138},"2021-02-12T18:20:08.000Z","2026-06-16T18:37:05.802Z","Kat Cole","Former President and COO, Focus Brands","Kat Cole is the former president and COO of North America for Focus Brands. Previously, she served as the president of Cinnabon, a Focus Brands subsidiary. Perhaps most known for her meteoric rise from Hooters waitress to Hooters VP of Training and Development by the age of 26, Cole has used her aptitude for human-centered leadership and cultural empathy to help companies foster open and inclusive cultures at every step of the way throughout her career.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/kat-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/kat-author-hero.png",[3139],{"platform":2740,"handle":2741,"link":2742},{"_id":724,"status":6,"version":7,"createdDate":3141,"createdUserId":9,"updatedUserId":10,"updatedDate":3142,"fullName":3143,"title":3144,"bio":3145,"thumbnailUrl":3146,"heroImageUrl":3147,"socialMediaProfiles":3148},"2021-02-19T19:51:14.000Z","2026-06-16T18:37:05.885Z","Caissie St.Onge","Writer, producer, showrunner","Caissie St. Onge is an Emmy-nominated comedy writer and TV producer. Throughout her 27-year career, St. Onge has worked on some of the most successful late-night talk shows on TV, including the \u003Ci>Late Show with David Letterman, The Rosie O’Donnell Show, Watch What Happens Live\u003C/i> with Andy Cohen, and, most recently, \u003Ci>Busy Tonight\u003C/i>, hosted by actress Busy Philipps. Most recently, she and Philipps, along with comedian Shantira Jackson, co-host the podcast, \u003Ci>\u003Ca href='https://podcasts.apple.com/us/podcast/busy-philipps-is-doing-her-best/id1527623861' Target=_blank>Busy Philipps is Doing Her Best\u003C/a>\u003C/i>. Busy and Caissie are also the co-founders of Kismet Productions.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/caissie-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/caissie-author-hero.png",[3149],{"platform":2740,"handle":2741,"link":2742},{"_id":438,"status":6,"version":7,"createdDate":3151,"createdUserId":9,"updatedUserId":10,"updatedDate":3152,"fullName":3153,"title":3154,"bio":3155,"thumbnailUrl":3156,"heroImageUrl":3157,"socialMediaProfiles":3158},"2021-02-23T22:53:07.000Z","2026-06-16T18:37:05.975Z","Arlan Hamilton","Founder and managing partner, Backstage Capital","Arlan Hamilton is the founder and managing partner of \u003Ca href='https://backstagecapital.com/' target=\"_blank\"> Backstage Capital\u003C/a>, an investment firm that focuses on minimizing funding disparities by investing in underestimated founders, namely female, BlPOC, and LGBTQ+ leaders. Since 2015, when Hamilton first started Backstage Capital while she was homeless, the firm has raised more than $7 million and invested in more than 130 companies. \u003Ci>Fortune\u003C/i> included Hamilton in 2018’s \u003Ci>40 Under 40\u003C/i> list, and in May 2020, Hamilton published her semi-autobiographical book, \u003Ci>\u003Ca href='https://www.itsaboutdamntime.com/' target=\"_blank\"> It’s About Damn Time\u003C/a>\u003C/i>, through which she gained critical and industry acclaim and shared her story of grit, strategy, and empowerment.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/arlan-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/arlan-author-hero.png",[3159],{"platform":2740,"handle":2741,"link":2742},{"_id":2278,"status":6,"version":7,"createdDate":3161,"createdUserId":9,"updatedUserId":10,"updatedDate":3162,"fullName":3163,"title":3164,"bio":3165,"thumbnailUrl":3166,"heroImageUrl":3167,"socialMediaProfiles":3168},"2021-03-08T23:10:14.000Z","2026-06-16T18:37:06.063Z","Christopher Johnson","Technology Adoption Manager, United Talent Agency","Christopher Johnson is a Technology Adoption Manager at the Beverly Hills-based United Talent Agency, a leading talent and entertainment company whose agents represent some of the world’s most acclaimed figures in film, music, sports, and more. As the company’s technology adoption manager, Johnson explores, vets, and oversees the introduction of new tools and platforms to streamline the operations and culture at UTA.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/chris-author-thumb.png","https://flight-plan-assets.s3.amazonaws.com/author-heroes/chris-author-hero.png",[3169],{"platform":2740,"handle":2741,"link":2742},{"_id":2702,"status":6,"version":7,"createdDate":3171,"createdUserId":2694,"updatedUserId":10,"updatedDate":3172,"fullName":3173,"title":3174,"bio":3175,"thumbnailUrl":3176,"heroImageUrl":3177,"socialMediaProfiles":3178},"ISODate(2024-08-26T20:46:16Z)","2026-06-16T18:37:06.146Z","Ron Carucci","Co-founder and Managing Partner at Navalent, Author, Global advisor on transformational change, strategy, leadership, and organizational growth","Ron Carucci is a prominent figure in the world of transformational change, serving as the co-founder and managing partner at Navalent. With a thirty-year history of guiding CEOs and executives through complex challenges in strategy, organization, and leadership, his expertise spans a diverse range of contexts, from start-ups to Fortune 10 companies, non-profits to heads of state. He has spearheaded initiatives in turnarounds, market expansions, leadership overhauls, and organizational redesign for growth. Carucci's work has been instrumental in crafting strategies that spur accelerated growth and designing organizations capable of executing those strategies. His experience extends across more than 25 countries on four continents. As an author, he has penned nine books, including the Amazon #1 bestseller Rising to Power and the multi-award-winning To Be Honest: Lead with the Power of Truth, Justice & Purpose. His insights have been featured widely, with contributions to the Harvard Business Review, Forbes, and two popular TEDx talks—one on the topic of power, which has garnered 1.3 million views. Carucci's work has also appeared in leading publications such as Fortune, CEO Magazine, Inc., Business Insider, MSNBC, BusinessWeek, Fast Company, Smart Business, and Thought Leaders.","https://flight-plan-assets.s3.amazonaws.com/author-thumbs/ron-author-thumb.jpg","https://flight-plan-assets.s3.amazonaws.com/author-heroes/ron-author-hero.jpg",[3179],{"platform":2740,"handle":3180,"link":3181},"@RonCarucci","https://x.com/RonCarucci",[3183,3191,3199,3207,3215,3223,3231,3239,3247,3255,3263,3271,3279,3287,3295,3303,3310,3318,3325,3333,3341,3349,3357,3365,3373,3381,3391],{"_id":3184,"status":6,"version":7,"createdDate":3185,"createdUserId":9,"updatedUserId":10,"updatedDate":3186,"name":3187,"slug":3188,"description":3189,"heroImageUrl":2832,"thumbnailUrl":2831,"templateIds":3190,"authorQuote":23},"603010493bfbaf00015a7b38","2021-02-19T19:23:53.000Z","2026-06-16T18:37:06.409Z","Expanding Your Brand: Strategizing and Operationalizing Growth","expanding-brand-growth","Morning Brew CEO Alex Lieberman defines his brand’s narrative arc in four chapters: “Chapter one was newsletter-as-a-hobby, chapter two was newsletter-as-a-business, chapter three was portfolio-of-newsletters-as-a-business, and chapter four, which we're in right now, is the transition to a true media company.” This series pulls from Morning Brew’s current chapter, guiding you and your team through the delicate process of turning your core product into a fully-developed brand with a loyal—and ideally expansive—customer base, in four specific contexts: Exploring adjacencies, finding blindspots, institutionalizing company best practices, and scenario planning. ",[2106,314,697,681],{"_id":3192,"status":6,"version":7,"createdDate":3193,"createdUserId":9,"updatedUserId":10,"updatedDate":3194,"name":3195,"slug":3196,"description":3197,"heroImageUrl":2852,"thumbnailUrl":2851,"templateIds":3198,"authorQuote":23},"603033203bfbaf00015a7b4e","2021-02-19T21:52:32.000Z","2026-06-16T18:37:06.499Z","Transforming DEI Culture and Policy","transforming-dei","DEI is so much more than diversifying the racial makeup of your team or holding lunch-and-learn events on social justice. It’s a constant, deliberate effort to create a culture of genuine inclusion and opportunities for everyone, throughout every stage of work. In this series, VICE Media’s CPO, Daisy Auger-Dominguez, offers transformative approaches to creating lasting DEI that will benefit both individual well-being and the company as a whole.",[1779,2139,350,2405],{"_id":3200,"status":6,"version":7,"createdDate":3201,"createdUserId":9,"updatedUserId":10,"updatedDate":3202,"name":3203,"slug":3204,"description":3205,"heroImageUrl":2810,"thumbnailUrl":2809,"templateIds":3206,"authorQuote":23},"6033f84a3bfbaf00015a7b71","2021-02-22T18:30:34.000Z","2026-06-16T18:37:06.582Z","Mastering Contextual Leadership","contextual-leadership","“Context matters.” This is the most important lesson Terry Kramer has learned throughout his history-making career leading at the intersection of technology and society. There is no one-size-fits-all playbook for leadership, growth, innovation, or decision-making; instead, this series will help you take an exacting, nuanced approach in any situation, minimizing the chance of missteps and maximizing the potential for success.",[97,2473,2491],{"_id":3208,"status":6,"version":7,"createdDate":3209,"createdUserId":9,"updatedUserId":10,"updatedDate":3210,"name":3211,"slug":3212,"description":3213,"heroImageUrl":2779,"thumbnailUrl":2778,"templateIds":3214,"authorQuote":147},"6179d51f767fe10001140117","2021-10-27T22:39:27.000Z","2026-06-16T18:37:06.666Z","Intrapreneurship: Build a Consumer Brand in a Legacy Company","intrapreneurship-build-legacy","Intrapreneurship allows creative thinkers and innovative leaders to experiment with their most out-of-the-box ideas while working within the security of a large company. While extremely worthwhile, running or participating in an intrapreneurship program is a delicate process, and it is one at which Alexandra Wilkis Wilson is quite adept. This series will guide your team through the vital aspects of intrapreneurship, from finding the most pressing problem that requires an experimental solution to getting buy-in from company executives to executing your vision once an idea has become a plan of action.",[554,2658,957,2044],{"_id":3216,"status":6,"version":7,"createdDate":3217,"createdUserId":9,"updatedUserId":10,"updatedDate":3218,"name":3219,"slug":3220,"description":3221,"heroImageUrl":3070,"thumbnailUrl":3069,"templateIds":3222,"authorQuote":596},"6452bd4fd963ba00012c591b","2023-05-03T20:00:15.000Z","2026-06-16T18:37:06.750Z","Embrace Neurodiversity to Drive Innovation and Growth","neurodiversity-drives-growth","\u003Cp>In recent years, recognition of the value and unique strengths that individuals with diverse cognitive abilities bring to the table has been growing. By embracing neurodiversity, businesses can unlock new opportunities for creativity, problem-solving, and overall success. One leader at the forefront of this movement is Andy Dunn, whose 2022 autobiography, \u003Ci>Burn Rate: Launching a Startup and Losing My Mind\u003C/i>, chronicles his journey with mental illness and entrepreneurship. Dunn's work highlights the importance of promoting inclusivity and creating a supportive work environment for individuals with diverse cognitive abilities.\u003C/p>\n\n\u003Cbr>\n\u003Cp>Use the following series to help your company embrace this mindset and unlock your team's full potential. The questions are designed to assess your current approach and generate ideas for fostering an authentic and supportive workplace.\u003C/p>",[589,608,2372],{"_id":3224,"status":6,"version":7,"createdDate":3225,"createdUserId":9,"updatedUserId":10,"updatedDate":3226,"name":3227,"slug":3228,"description":3229,"heroImageUrl":3137,"thumbnailUrl":3136,"templateIds":3230,"authorQuote":23},"6026c77c3bfbaf00015a7acc","2021-02-12T18:22:52.000Z","2026-06-16T18:37:06.834Z","Constant Improvement in Culture and Operations","constant-improvement","As your company finds its groove as an organization, things can begin to plateau. On an individual level, the same can happen to you and your team members, so reevaluating your cognitive frameworks for work, success, and growth is key to maintaining the momentum that has pushed you and your company through the ranks so far. In this series, Focus Brands president and COO Kat Cole walks you through three iterable flights that will help stimulate your culture and operations with fresh energy and new ideas for improvement.",[1711,1394,1412],{"_id":3232,"status":6,"version":7,"createdDate":3233,"createdUserId":9,"updatedUserId":10,"updatedDate":3234,"name":3235,"slug":3236,"description":3237,"heroImageUrl":3147,"thumbnailUrl":3146,"templateIds":3238,"authorQuote":23},"6030204f3bfbaf00015a7b43","2021-02-19T20:32:15.000Z","2026-06-16T18:37:06.919Z","Candid Leadership: Managing Fast-Paced Teams","candid-leadership","Managing a staff is a complex, collaborative effort that can take decades to master, so it’s critical to involve your team in consciously crafting its culture. In this series, comedy writer, producer, and showrunner Caissie St. Onge lends you her expertise on how to run a team that is in sync with itself in every aspect, from growth and branding to communication styles and creativity. ",[1728,1463,1744,713],{"_id":3240,"status":6,"version":7,"createdDate":3241,"createdUserId":9,"updatedUserId":10,"updatedDate":3242,"name":3243,"slug":3244,"description":3245,"heroImageUrl":3028,"thumbnailUrl":3027,"templateIds":3246,"authorQuote":23},"603334893bfbaf00015a7b58","2021-02-22T04:35:21.000Z","2026-06-16T18:37:07.001Z","Leadership during Uncertainty","leadership-during-uncertainty","Call it uncertainty, call it crisis, call it These Unprecedented Times: During any period of tumult, great leadership is vital. In this series, the former chairman and CEO of Time Warner, Richard “Dick” Parsons, lays out the right questions to ask your team during a period of transition and guides your company toward success.",[1480,1028,53],{"_id":3248,"status":6,"version":7,"createdDate":3249,"createdUserId":9,"updatedUserId":10,"updatedDate":3250,"name":3251,"slug":3252,"description":3253,"heroImageUrl":3038,"thumbnailUrl":3037,"templateIds":3254,"authorQuote":23},"6034004c3bfbaf00015a7b78","2021-02-22T19:04:44.000Z","2026-06-16T18:37:07.090Z","Balancing Data and Storytelling","data-and-storytelling","“Data is like electricity. You can't live without it. But tell me about a company that differentiates with its use of electricity.” This is how Rishad Tobaccowala, the Chief Growth Officer of Publicis Groupe and the author of Restoring the Soul of Business: Staying Human in the Age of Data, thinks about data—in other words, you must illuminate your data with masterful storytelling in order to balance the spirit of your business and set it apart from the competition. In this series, Tobaccowala guides you and your team through four flights that will help you analyze your data, approach uncomfortable topics, set meeting agendas, and build your brand story, all with that critical balance top of mind. ",[2168,118,2184,770,1828],{"_id":3256,"status":6,"version":7,"createdDate":3257,"createdUserId":9,"updatedUserId":10,"updatedDate":3258,"name":3259,"slug":3260,"description":3261,"heroImageUrl":2951,"thumbnailUrl":2950,"templateIds":3262,"authorQuote":23},"603405833bfbaf00015a7b84","2021-02-22T19:26:59.000Z","2026-06-16T18:37:07.176Z","Executive Decision-Making","executive-decision-making","An executive’s role is complex, intense, and risky—and it can also be an experience more fulfilling and exciting than almost any other. Scott Kurnit has served in executive positions since he was 22 years old, and he has distilled his hard-won lessons into this six-part series. This series guides you through five high-stakes scenarios that require exacting executive acumen: building an MVP, finding the perfect brand name, joint ventures, downsizing, and selling your company.",[2509,1846,2199,1061,1861,410],{"_id":3264,"status":6,"version":7,"createdDate":3265,"createdUserId":9,"updatedUserId":10,"updatedDate":3266,"name":3267,"slug":3268,"description":3269,"heroImageUrl":2893,"thumbnailUrl":2892,"templateIds":3270,"authorQuote":23},"6046968bb96acc0001ed8d31","2021-03-08T21:26:35.000Z","2026-06-16T18:37:07.280Z","Building Operational Excellence","building-operational-excellence","Github COO Erica Brescia knows that successful operations ultimately comes down to one thing: Knowing the right questions to ask. This three-part series gives you those questions, so you and your team can grow and scale without false starts or operational snags that could take your team months to untangle. Start from a place of alignment and confidence, so your team can do their best work and you can continue to see rapid, company-wide growth.",[1115,2248,501,805,1913],{"_id":3272,"status":6,"version":7,"createdDate":3273,"createdUserId":9,"updatedUserId":10,"updatedDate":3274,"name":3275,"slug":3276,"description":3277,"heroImageUrl":2779,"thumbnailUrl":2778,"templateIds":3278,"authorQuote":147},"6179d4b8767fe10001140116","2021-10-27T22:37:44.000Z","2026-06-16T18:37:07.364Z","Build Your Consumer Strategy","build-consumer-strategy","Creating a robust consumer strategy requires both a large-scale look at where your product and consumers fit into the market as well as a deep understanding of your consumers as people, including how they behave day to day, what motivates them, and which of their needs are not currently being met by existing products. After founding and leading several highly successful, consumer-driven brands, Alexandra Wilkis Wilson knows how to discover what makes consumers tick and turning that into strategy. This series will guide you through this process, from clarifying consumer wants and needs to finding the right space in the market to help you reach the right audience.",[1286,2030,927,943],{"_id":3280,"status":6,"version":7,"createdDate":3281,"createdUserId":9,"updatedUserId":10,"updatedDate":3282,"name":3283,"slug":3284,"description":3285,"heroImageUrl":2842,"thumbnailUrl":2841,"templateIds":3286,"authorQuote":23},"6030162c3bfbaf00015a7b3d","2021-02-19T19:49:00.000Z","2026-06-16T18:37:07.448Z","Modern Digital Marketing","modern-digital-marketing","Technology is advancing exponentially, and, in turn, the way users interact with brands is changing at breakneck speed. In this series, HBO’s former President of Global Distribution Bernadette Aulestia helps you transform your company’s digital marketing strategy to create content that tells a compelling brand story and connects with customers on a deeper level than before.",[2122,330,1428],{"_id":3288,"status":6,"version":7,"createdDate":3289,"createdUserId":9,"updatedUserId":10,"updatedDate":3290,"name":3291,"slug":3292,"description":3293,"heroImageUrl":3157,"thumbnailUrl":3156,"templateIds":3294,"authorQuote":23},"6035929c8bb0bd0001b4a5b6","2021-02-23T23:41:16.000Z","2026-06-16T18:37:07.531Z","Building Self-Actualized Teams","self-actualized-teams","Building a team composed of energized, passionate, self-actualized individuals does not have to be aspirational—it can be actionable. In this flight template series, Arlan Hamilton, the founder and managing partner of Backstage Capital and a breakout star in the venture capital scene for her candor about and resistance to systemic obstacles for underrepresented founders and investors, guides you through three facets of operational self-actualization: making self-care a part of your company strategy, reigniting your team’s passion to persevere despite setbacks, and reclaiming the reasons people underestimate you and transforming them into your biggest advantages.",[446,427,1077],{"_id":3296,"status":6,"version":7,"createdDate":3297,"createdUserId":9,"updatedUserId":10,"updatedDate":3298,"name":3299,"slug":3300,"description":3301,"heroImageUrl":2961,"thumbnailUrl":2960,"templateIds":3302,"authorQuote":23},"6036b23cca1096000119479f","2021-02-24T20:08:28.000Z","2026-06-16T18:37:07.616Z","Building a More Inclusive and Productive Team","inclusive-and-productive-team","Your company does not exist in a bubble. Work spills into life, and learning to blend the two in a way that suits the collective team as well as each individual that composes it is essential to the motivation, productivity, creativity, and success of an organization. In this series, Forshay CEO Sally Thornton sets up the discussions you need to have in order to approach team morale, hiring, DEI, and culture from a human-centered perspective.",[1095,1592,1878,1609],{"_id":3304,"status":6,"version":7,"createdDate":3305,"createdUserId":9,"updatedUserId":10,"updatedDate":3306,"name":3307,"slug":3308,"description":23,"heroImageUrl":23,"thumbnailUrl":23,"templateIds":3309,"authorQuote":23},"60a6e599a18b470001ffbc3d","2021-05-20T22:41:29.000Z","2026-06-16T18:37:07.703Z","Optimize Onboarding","optimize-onboarding",[1152,518,1168,1181,1196,1966],{"_id":3311,"status":6,"version":7,"createdDate":3312,"createdUserId":9,"updatedUserId":10,"updatedDate":3313,"name":3314,"slug":3315,"description":3316,"heroImageUrl":23,"thumbnailUrl":23,"templateIds":3317,"authorQuote":147},"6176ed8c1b976c00017bd887","2021-10-25T17:46:52.000Z","2026-06-16T18:37:07.809Z","Getting Started on Balloon","get-started","This series will help your team get started using Balloon with 5 simple, yet effective, one-question flights.",[1260,2016,1273,2644,912],{"_id":3319,"status":6,"version":7,"createdDate":3320,"createdUserId":9,"updatedUserId":10,"updatedDate":3321,"name":3322,"slug":1698,"description":3323,"heroImageUrl":2931,"thumbnailUrl":2930,"templateIds":3324,"authorQuote":23},"6025ead03bfbaf00015a7ac7","2021-02-12T02:41:20.000Z","2026-06-16T18:37:07.898Z","Creating a Culture of Voice","Research suggests that an organization's degree of employee voice—or the communication of opinions, ideas, and suggestions from team members and the likelihood of their implementation by higher-ups—correlates with higher rates of productivity, retention, and employee happiness. Dr. Ethan Burris, a professor of management at the McCombs School of Business at the University of Texas at Austin, is one of the leading academics behind this research. In this series by Dr. Burris, you and your team will learn how to assess, discuss, and improve your company’s approach to employee voice, creating a culture of open communication and enhanced innovation.",[2389,1374,1694],{"_id":3326,"status":6,"version":7,"createdDate":3327,"createdUserId":9,"updatedUserId":10,"updatedDate":3328,"name":3329,"slug":3330,"description":3331,"heroImageUrl":2832,"thumbnailUrl":2831,"templateIds":3332,"authorQuote":23},"60300f683bfbaf00015a7b37","2021-02-19T19:20:08.000Z","2026-06-16T18:37:07.982Z","Company Values: Working and Living by Your Principles","company-values-principles","A company’s values should never be words alone. Instead, they must be accompanied by conscious and consistent action, because a company’s product and its users’ experiences will always be implicitly shaped by the values by which its team members live. As Morning Brew CEO Alex Lieberman said of his own brand, “content is information, and information shapes people's views on the world.” This four-part series focuses on how to identify, operationalize, and truly live and work by your company values, so the product and content you create accurately reflects what you and your team stand for.",[2090,298,664,5],{"_id":3334,"status":6,"version":7,"createdDate":3335,"createdUserId":9,"updatedUserId":10,"updatedDate":3336,"name":3337,"slug":3338,"description":3339,"heroImageUrl":2941,"thumbnailUrl":2940,"templateIds":3340,"authorQuote":23},"6033e6813bfbaf00015a7b60","2021-02-22T17:14:41.000Z","2026-06-16T18:37:08.066Z","Optimizing Distributed Work","optimizing-distributed-work","Remote work and distributed teams can unlock opportunities for success that companies with in-person, synchronous structures could never access. Long before the sudden, widespread shift off-site, WordPress co-founder and Automattic CEO Matt Mullenweg has been championing distributed work—he even calls it a moral imperative. This series will allow you to harness the power of distributed teams by optimizing your remote workflow, with a focus on asynchronous operations, consistent alignment, and reinvigorated connection among your team members.",[1498,2157,75,2439,1045,2456],{"_id":3342,"status":6,"version":7,"createdDate":3343,"createdUserId":9,"updatedUserId":10,"updatedDate":3344,"name":3345,"slug":3346,"description":3347,"heroImageUrl":3008,"thumbnailUrl":3007,"templateIds":3348,"authorQuote":23},"6033f3de3bfbaf00015a7b6c","2021-02-22T18:11:42.000Z","2026-06-16T18:37:08.175Z","Assessing, Driving, and Maintaining Company and Team Culture","company-team-culture","Great companies are built by great teams, and teams are only as good as the sum of their parts. Use the following series across a 12-month span (quarterly is recommended) to assess your company’s current culture and implement the insights to ensure that your team feels supported and takes an active role in the company and its culture.",[2157,1815,1527,1545,750,1559,1516],{"_id":3350,"status":6,"version":7,"createdDate":3351,"createdUserId":9,"updatedUserId":10,"updatedDate":3352,"name":3353,"slug":3354,"description":3355,"heroImageUrl":3127,"thumbnailUrl":3126,"templateIds":3356,"authorQuote":23},"6025e0063bfbaf00015a7ac2","2021-02-12T01:55:18.000Z","2026-06-16T18:37:08.261Z","Startup Recruiting, Pitching, and Planning","startup-planning","The founder-investor relationship is a delicate one, but, when cultivated correctly, it can have powerful results for everyone involved. In particular, founders have the opportunity to gain a fundamental understanding of what motivates and interests investors, which serves new and seasoned founders alike in all investor interactions. This series, authored by Bow & Drape founder and Alpaca VC and XFactor Ventures partner Aubrie Pagano, guides you through three common situations in which an investor’s mindset is key: hiring, pitching, and scenario planning.",[258,1340,1357],{"_id":3358,"status":6,"version":7,"createdDate":3359,"createdUserId":9,"updatedUserId":10,"updatedDate":3360,"name":3361,"slug":3362,"description":3363,"heroImageUrl":2998,"thumbnailUrl":2997,"templateIds":3364,"authorQuote":23},"60302a363bfbaf00015a7b48","2021-02-19T21:14:30.000Z","2026-06-16T18:37:08.343Z","Creating Winning Conditions","creating-winning-conditions","What makes someone win? Is it the quality of their work? Is it their abundant qualifications? Is it their winning smile? No—Christine Hofbeck knows that people win due to something bigger: She calls it “winning conditions,” a framework through which individuals, teams, or even entire organizations can control the conditions around the delivery of their efforts to notably improve the outcomes. In this series, Christine walks you through how to create winning conditions in any situation, so you and your team can get the best results and the best reception, every time.",[732,32,1762],{"_id":3366,"status":6,"version":7,"createdDate":3367,"createdUserId":9,"updatedUserId":10,"updatedDate":3368,"name":3369,"slug":3370,"description":3371,"heroImageUrl":2862,"thumbnailUrl":2861,"templateIds":3372,"authorQuote":23},"60332c8d3bfbaf00015a7b53","2021-02-22T04:01:17.000Z","2026-06-16T18:37:08.426Z","Leading with Belonging","leading-with-belonging","Before a company can reach its full potential or achieve its loftiest goals, Seven Seven Six founding partner and former Vice President of People & Culture at Reddit Katelin Holloway knows that leaders must first satisfy a more fundamental need for every team member: A strong sense of belonging. Without a foundation of belongingness, individual team members will not feel an urgency to produce their best work, and the collective team will remain misaligned on the company’s purpose, values, and mission. In this three-part series, Katelin guides you through how to cultivate belonging in the workplace, manage for inclusion on a team level, and establish creative empowerment in every individual. ",[1008,371,1796],{"_id":3374,"status":6,"version":7,"createdDate":3375,"createdUserId":9,"updatedUserId":10,"updatedDate":3376,"name":3377,"slug":3378,"description":3379,"heroImageUrl":2750,"thumbnailUrl":2749,"templateIds":3380,"authorQuote":23},"603d94d4938f360001940825","2021-03-02T01:28:52.000Z","2026-06-16T18:37:08.513Z","Think Again: Creating Higher-Performance Teams","think-again","By using his groundbreaking philosophies around building teams and sharpening your business strategies, renowned organizational psychologist Adam Grant has transformed teams of all sizes, stages, and industries from average to extraordinary. Grant has distilled the methods for sparking innovative and creative thinking that he first introduced in his bestselling books, like Give and Take, Originals, and Think Again, into six actionable flights to run with your team. In this flight template series, you will foster productive generosity, drive creativity and organizational change, and rethink your assumptions, habits, and decision-making methods to create a workplace that is fulfilling for your team members and valuable for you and your stakeholders.",[1662,1644,179,2231,2578,2214],{"_id":3382,"status":6,"version":7,"createdDate":3383,"createdUserId":9,"updatedUserId":10,"updatedDate":3384,"name":3385,"slug":3386,"description":3387,"heroImageUrl":3388,"thumbnailUrl":3389,"templateIds":3390,"authorQuote":23},"60d3aa5f9b314c0001df24c1","2021-06-23T21:40:47.000Z","2026-06-16T18:37:08.599Z","Navigating Hybrid Work","navigating-hybrid-work","\u003Cp>As businesses emerge from the pandemic and adopt hybrid work, leaders have the difficult task of designing a thorough hybrid plan and articulating the new workflow to their teams. In order to reap the full benefits of this structure, organizations must embrace the iterative process of reimagining operations, expectations, and the role of management. This extended series of 15 flights will help you and your team design a comprehensive plan to support all aspects of your hybrid operations—from company-wide decision-making and team-specific management, to onboarding and culture-building—built with the space you’ll need to test, tweak, and craft a strategy tailor-made for your team.\u003C/p>\n\u003Cp>&nbsp\u003C/p>\n\u003Cp> This series combines the expertise of seven industry leaders: media mogul Arianna Huffington, organizational psychologist and bestselling author Adam Grant, VMware CMO Carol Carpenter, About.com founder Scott Kurnit, CenturyLink’s Director of Sales Robert Krauss, researcher and professor of technology and operations at Harvard Business School Frances Frei, and author and executive founder of The Leadership Consortium Anne Morriss.\u003C/p>","https://flight-plan-assets.s3.amazonaws.com/series-heroes/hybrid-series-hero.jpg","https://flight-plan-assets.s3.amazonaws.com/series-thumbs/hybrid-series-thumb.jpg",[859,1966,1983,533,876,1210,894,2628,1227,2303,1243,2001,199,2320,220],{"_id":3392,"status":6,"version":7,"createdDate":3393,"createdUserId":9,"updatedUserId":10,"updatedDate":3394,"name":3395,"slug":3396,"description":3397,"heroImageUrl":3018,"thumbnailUrl":3017,"templateIds":3398,"authorQuote":23},"6026cbe93bfbaf00015a7ad1","2021-02-12T18:41:45.000Z","2026-06-16T18:37:08.687Z","Entrepreneurial Leadership","entrepreneurial-leadership","In today’s complex world, Howard Tullman, the former CEO of startup incubator 1871 and one of the country’s most influential players in venture capital space, never underestimates the power of an entrepreneurial mindset. Iterative innovation requires compounding colleagues’ backgrounds, skills, and knowledge, so it is critical to surface the best ideas in an inclusive, collaborative way. This series approaches three common scenarios with a strong entrepreneurial mindset and a conscious awareness of the importance of adaptability, innovation, and constant improvement, making this series a must-use for modern leaders.",[646,990,278],1781732113546]