Pinned Post
You can buy the book in paperback and Kindle versions at https://www.amazon.co.uk/You-2-0-Yourself-Guidebook-Becoming/dp/B0FX98ZN9F and https://www.amazon.co.uk/You-2-0-Yourself-Guidebook-Becoming-ebook/dp/B0FS7Q3Q9L respectively.
You can also order it via other stockists by quoting ISBN number 979-8266781542.
A downloadable PDF for other e-readers will be available in the new year.
Take a look at some deeply held beliefs about your company or division, team or small business. Assess how long those beliefs have been in situ and then ask the question: do these beliefs empower me and/or my employees or team with the belief that they can get the job done, or do they restrict the process? If the latter, plan to replace those beliefs as soon as possible.
You can also ask this question in your personal life. What beliefs that I have lived by no longer serve me? Remember, the same level of thinking that got anyone anywhere will not be enough to continue to make progress.
The exercise from Chapter 6 of 'You 2.0' is:
As manager, ask yourself these questions: do I support my staff or tell them what to do? Do I deserve or expect respect? Do I trust them to do the job or harass them every step of the way? Be honest with yourself. If you answered in the negative way for any of these, you need to consciously take control of your behaviour and engender change within yourself.
It took me a long time to learn the lesson that 99% of staff will always work better when they feel two things: 1. Trusted to do the job. 2. Supported when they need it.
That's it- no profound statements to bamboozle the mind, just two simple feelings to create with your staff (or family, or community group etc).
You'll need to either have read the book or read this summary of Page 48 & 49:
Here are clean, concise summaries of each point, keeping the numbering, written in You 2.0:
This is the big picture.The strategic concept explains why you’re doing this at all. It’s your vision, your direction of travel, and the lens through which all decisions should be made. If you don’t define this clearly, everything that follows risks becoming busy work instead of meaningful progress.
Rebuilding and migrating darreninform.com and the ThinkWORKS community to the Mastermind platform (Q1 focus).
Why am I doing this?
To create a calm, coherent digital home that brings together my thinking, writing, podcasting, and community — and supports sustainable work rather than constant firefighting.
This is not about having a “better website”.It’s about reducing fragmentation, improving focus, and making it easier for the right people to engage with my work.
What does the journey look like?
Start Point (A):A fragmented WIX site, broken community tools, scattered content, and rising friction.
End Goal (Z):A stable, human-centred site and forum where content, conversation, and direction all live together.
Milestones along the way:
Core site pages rebuilt
Community rooms recreated
Priority content migrated
Weekly content rhythm stabilised
These milestones mark progress — but on their own, they don’t explain how they’ll be achieved.
How do I actually reach each step?
For example:
Milestone: Core site pages rebuilt
Strategy: Build structure first, polish later
Action: Draft Home, Start Here, ThinkWORKS Hub, Books, Contact using consistent messaging
Review: Does the site feel coherent, even if imperfect?
Milestone: Community rebuilt
Strategy: Fewer rooms, clearer purpose
Action: Create Welcome post, room descriptions, Take A Bite template
Review: Can a new visitor understand what to do in under 2 minutes?
Each milestone has:
a strategy
a set of actions
a review point
and space to adjust
What if I fall behind or lose momentum?
Planned remedies include:
Reducing scope (migrate less content, not more)
Pausing non-essential pages
Protecting the weekly podcast as the non-negotiable
Shifting timelines without abandoning the vision
The goal is not perfection — it’s course correction without self-judgement.
Planning isn’t about control. It’s about thinking ahead so that when things wobble, you don’t.
Common Dis-Empowering Beliefs Companies Hold
(Often unconsciously, often “just how things are”)
🧠 About People
“People need to be closely managed or they’ll slack off.”→ Breeds micromanagement, kills ownership.
“Only senior people can be trusted with big decisions.”→ Bottlenecks everything and disempowers talent.
“If we give people too much freedom, standards will drop.”→ Confuses control with quality.
“Some people are just not leadership material.”→ Freezes growth and locks people into labels.
🏢 About Work & Performance
“Busy means productive.”→ Rewards activity over outcomes and burns people out.
“We don’t have time to stop and think.”→ Guarantees repeated mistakes.
“Mistakes must be avoided at all costs.”→ Creates fear cultures and risk aversion.
“This is how it’s always been done.”→ Institutionalises stagnation.
🧱 About Structure & Hierarchy
“Decisions must go up the chain.”→ Slows response and disempowers those closest to the work.
“Our department’s success matters more than the whole system.”→ Creates silos and internal competition.
“Rules exist to prevent failure, not enable success.”→ Turns governance into obstruction.
🔄 About Change & Innovation
“Change is disruptive and risky.”→ Treats adaptation as a threat instead of a necessity.
“Innovation is something other teams do.”→ Outsources thinking and accountability.
“We’ll deal with that when it becomes a real problem.”→ Ensures problems become crises.
💬 About Voice & Communication
“It’s not safe to say what you really think.”→ Silences insight and breeds compliance, not commitment.
“Disagreement is a sign of disloyalty.”→ Replaces truth with politeness.
“Senior leaders already know the answer.”→ Stops learning dead.
⚙️ About Capability & Growth
“We can’t do that with the people we have.”→ Blocks development and creative problem-solving.
“Training is a cost, not an investment.”→ Ensures skills decay over time.
“If someone is good at their job, don’t move them.”→ Punishes competence.