Below are the book chapters as serialised in the Prescott-Martini Weekly Martini Brief

Chapter 01 - https://mailchi.mp/f5cf1179f080/crossing-the-road-what-frogger-teaches-us-about-organizational-change  
​Chapter 02 - https://mailchi.mp/ac90abf707fd/itdtl7y93t
Chapter 03 - https://mailchi.mp/52d78f7ebb3e/introduction-and-article-1-for-leading-change
Chapter 04 - https://mailchi.mp/755f2b47441e/from-inductee-to-inhibitor
Chapter 05 - https://mailchi.mp/767f0e7baac0/leadership-chapter-3
Chapter 06 - https://mailchi.mp/b5938828af6e/0n34xy1rpt
​Chapter 07 - https://mailchi.mp/b5938828af6e/0n34xy1rpt  
Chapter 06 - https://mailchi.mp/6c7bfc0ea705/dealshl97b
Chapter 07 - 
Chapter 08 -  https://mailchi.mp/4c21239a73c2/faflngl0zd
Chapter 09 -  The Sky is Falling                         https://mailchi.mp/48c05f28336b/2d6v9rihgb
Chapter 10 -  Governance V Leadership           https://mailchi.mp/e921eecbee05/7mtatkaoae
Chapter 11 -
​Chapter 12 - 
Chapter 13 -
Chapter 14 -
Chapter 15 - 
Chapter 16 -
​Chapter 17 - 
Chapter 18 -
Chapter 19 -
Chapter 20 - 
Chapter 21 -
​Chapter 22 - 
Chapter 23 -
Chapter 24 -
Chapter 25 - 
Chapter 26 -

​Special Section

How Do You Think as a Leader?

A 10-Minute Leadership Self-Assessment

Most leadership assessments ask questions about your personality.
Some measure your communication style.

Others try to determine whether you're an introvert or an extrovert, a visionary or an executor.
Those assessments have their place.

But after more than thirty years working with leaders at every level of organisations, I have become convinced that the single biggest predictor of leadership success is not personality.

It is how you think.

One of the recurring themes throughout my research is that people often fail, not because they lack intelligence, experience or commitment, but because they continue to think at the level of the role they have just left, rather than the role they now occupy.
The best technical expert does not automatically become the best supervisor.

The best supervisor does not automatically become the best manager.

And the best manager does not automatically become an effective executive.

At every promotion, the questions change.

• The time horizons change.
• The risks change.
• The decisions change.
• The thinking has to change.

That raises an important question.

Where are you today?

The following twenty-eight questions are not designed to judge whether you are a good or bad leader.
Instead, they are intended to help you reflect on how you naturally think and where your leadership strengths—and blind spots—may lie.

There are no right or wrong answers.

Simply answer each question honestly using the following scale:
1 – Never
2 – Rarely
3 – Sometimes
4 – Usually
5 – Almost Always


Leadership Thinking Self-Assessment
Thinking Beyond Yourself

1. When solving a problem, I naturally consider how it will affect other teams, not just my own.
2. I spend more time improving systems than repeatedly fixing the same problems.
3. Before making a decision, I consider its long-term organisational impact.
4. I deliberately adapt my thinking to suit the level at which I am leading.

Leading Others

1. My first instinct is to develop another person's capability rather than solve the problem myself.
2. I know how effectively my direct reports are leading their own teams.
3. I judge people more by the quality of their decisions than by how busy they appear.
4. I regularly coach others to become better leaders.

Organisational Awareness

1. I seek information directly from frontline staff rather than relying solely on reports.
2. I can usually identify where an organisational problem really begins.
3. I look for recurring patterns before proposing solutions.
4. I understand how one decision can create unintended consequences elsewhere.

Decision Making

1. I am comfortable making important decisions without having all the information.
2. Once a decision has been made, I support it, even if it wasn't my preferred option.
3. I remain committed when a difficult decision becomes unpopular.
4. I review major decisions afterwards to improve my future judgement.

Personal Leadership

1. I regularly challenge my own assumptions.
2. I recognise when past experiences may be influencing my current judgement.
3. I willingly change my opinion when presented with better evidence.
4. I have trusted people who challenge my thinking honestly.

Influence and Culture

1. I model the behaviours I expect from others.
2. I ask questions that improve people's thinking rather than simply gather information.
3. I am more interested in doing what is right than appearing to be right.
4. I make time to develop future leaders, not just today's performance.

Strategic Perspective

1. My decisions usually consider consequences several years into the future.
2. I routinely check that important messages are reaching the frontline as intended.
3. I focus my energy on issues I can influence rather than those I cannot.
4. I aim to leave every team, system or organisation stronger than I found it.

What Does Your Score Mean?

For now, don't worry too much about the final number.
The real value lies in the questions themselves.
Did you notice that some questions felt completely natural while others made you pause?
Those moments of hesitation are often the most revealing.
They expose the areas where our thinking may still be anchored in a previous role, a previous level of responsibility, or an old way of leading.

Leadership is not simply about acquiring more experience.
It is about changing the way we think as our responsibilities grow.

That may be the hardest promotion of all.

Over the coming months I will be expanding this assessment into a more comprehensive Leadership Thinking Profile that explores not only how we lead ourselves and others, but how our thinking evolves as we move from leading tasks to leading teams, departments, systems and entire organisations.

Until then, perhaps the most valuable question is not, "How did I score?"

It is simply this:
"Am I thinking at the level of the job I have today—or the level of the job I aspire to tomorrow?"