MinTraq Originals

The Career Skills Library

Free five-chapter courses on the skills that move careers. Read chapter one now. Sign in for the rest, with audio on every chapter.

14
courses
70
chapters
Free
with an account
Analyst presenting a chart of results to colleagues in a meeting room
FunctionalMid to senior

Storytelling with Data

Turn numbers into clear, honest stories that help people understand what is happening and decide what to do, using the right message, the right chart and the right level of detail.

Start chapter 1 5 chapters 85 min Audio
  1. Chapter 1FREEStart With the Question and the AudienceOverviewKnow Who Will Use Your AnalysisFind the One Message That MattersGive Every Number Context and a So WhatCheckpoint
  2. Chapter 2Choose the Right Chart for the MessageOverviewMatch the Chart to the ComparisonKnow When a Table or Number Is BetterAvoid Chart Choices That MisleadCheckpoint
  3. Chapter 3Design Clear, Uncluttered VisualsOverviewRemove Clutter That Competes With the MessageUse Colour and Emphasis DeliberatelyWrite Titles That State the PointCheckpoint
  4. Chapter 4Build a Narrative From Your AnalysisOverviewStructure the Story From Situation to RecommendationUse Examples and Comparisons That StickBe Honest About Uncertainty and LimitsCheckpoint
  5. Chapter 5Present Data to Decision-MakersOverviewLead With the AnswerHandle Challenges to Your NumbersFollow Up After the DecisionCheckpoint
Manager leading a team discussion about a planned change in a meeting room
LeadershipMid to senior

Leading Through Change

Lead yourself and others through restructures, new technology and shifting priorities, explaining change clearly, handling resistance with respect and keeping performance steady.

Start chapter 1 5 chapters 85 min Audio
  1. Chapter 1FREEUnderstand How People Experience ChangeOverviewWhy Change Feels Like LossCommon Reactions and What Drives ThemManage Your Own Response FirstCheckpoint
  2. Chapter 2Explain the Why, What and How of ChangeOverviewBuild a Clear Case for ChangeSay What Changes, What Stays and What Is UnknownCommunicate Repeatedly Through the Right ChannelsCheckpoint
  3. Chapter 3Handle Resistance With RespectOverviewTreat Resistance as InformationListen and Involve People EarlyDecide When to Adapt and When to Hold FirmCheckpoint
  4. Chapter 4Keep People and Performance Steady During ChangeOverviewSet Short-Term Goals and Quick WinsSupport People Who Are StrugglingProtect the Work That Must Not StopCheckpoint
  5. Chapter 5Make Change Stick and Build ResilienceOverviewTurn New Ways of Working Into HabitsReview What Worked, HonestlyBuild a Team That AdaptsCheckpoint
Team leader mapping out priorities with colleagues around a planning board
LeadershipMid to senior

Strategic Thinking

Look beyond the task in front of you, understand how your organisation creates value, anticipate change and make choices that serve long-term goals, not just this quarter.

Start chapter 1 5 chapters 85 min Audio
  1. Chapter 1FREEThink Beyond the Task in Front of YouOverviewTell Strategic Thinking From Operational ThinkingConnect Your Work to Organisational GoalsAsk Why Before HowCheckpoint
  2. Chapter 2Understand How Your Organisation Creates ValueOverviewKnow Your Customers and Why They Choose YouFollow the Money Through Revenue and CostMap Where Your Function Adds or Protects ValueCheckpoint
  3. Chapter 3Spot Trends and Anticipate ChangeOverviewScan for Signals Outside Your OrganisationThink in ScenariosSeparate Noise From Meaningful ChangeCheckpoint
  4. Chapter 4Make Strategic Choices and Trade-offsOverviewChoose What Not to DoWeigh Options Against Long-Term GoalsDecide and Explain Under UncertaintyCheckpoint
  5. Chapter 5Turn Strategy Into Action and InfluenceOverviewTranslate Strategy Into Priorities and MeasuresCommunicate the Why to OthersShow Strategic Thinking at Work and in InterviewsCheckpoint
Two colleagues in a calm, attentive conversation in a bright office
BehaviouralMid to senior

Emotional Intelligence at Work

Recognise and manage your own emotions, read others accurately and use that understanding to communicate, collaborate and lead well under pressure.

Start chapter 1 5 chapters 85 min Audio
  1. Chapter 1FREERecognise Your Emotions at WorkOverviewName What You Feel With PrecisionSpot Your Triggers and PatternsNotice How Mood Shapes Your DecisionsCheckpoint
  2. Chapter 2Manage Your Reactions Under PressureOverviewCreate a Pause Before You RespondReframe a Stressful SituationRecover After You React BadlyCheckpoint
  3. Chapter 3Read Other People AccuratelyOverviewListen for What Is Not SaidTest Your Reading Before You ActShow Empathy Without Carrying EverythingCheckpoint
  4. Chapter 4Use Emotional Intelligence in TeamsOverviewBuild Trust and Psychological SafetyHandle Tension Before It Becomes ConflictAdapt Your Style to Different PeopleCheckpoint
  5. Chapter 5Lead and Influence With Emotional IntelligenceOverviewDeliver Difficult News With CareMotivate People With Different NeedsKeep Building Your Emotional IntelligenceCheckpoint
Two professionals shaking hands across a meeting table after agreeing terms
BehaviouralMid to senior

Negotiation Skills at Work

Prepare for and conduct negotiations at work, from salary and offers to budgets, deadlines and supplier terms, and reach agreements that hold without damaging relationships.

Start chapter 1 5 chapters 85 min Audio
  1. Chapter 1FREEPrepare Before You NegotiateOverviewSeparate Positions From InterestsSet Your Walk-Away Point and Best AlternativeResearch the Other Side and the MarketCheckpoint
  2. Chapter 2Negotiate Your Salary and Job OffersOverviewResearch Pay and Anchor With EvidenceNegotiate the Whole PackageHandle Counter-Offers and Decide When to AcceptCheckpoint
  3. Chapter 3Create Value Instead of Splitting the DifferenceOverviewAsk Questions That Reveal What They ValueTrade Low-Cost Concessions for High-Value GainsPresent Packaged Options, Not One DemandCheckpoint
  4. Chapter 4Handle Pressure, Deadlock and Difficult TacticsOverviewRecognise Common Pressure TacticsStay Calm and Buy TimeBreak a Deadlock Without Giving InCheckpoint
  5. Chapter 5Close the Deal and Protect the RelationshipOverviewConfirm Terms and Write Them DownNegotiate With Your Manager and ColleaguesReview the Negotiation and Keep TrustCheckpoint
HR professionals review charts and documents on laptops around an office meeting table
FunctionalMid to senior

Artificial Intelligence in HR

Learn where AI genuinely improves HR work, where human judgement still matters, and how to use AI responsibly across hiring, development, analytics, and employee experience.

Start chapter 1 5 chapters 90 min Audio
  1. Chapter 1FREEChoose HR Tasks That Suit AIOverviewMap HR Tasks by Volume, Variability and ConsequenceCheck AI Answers Against Source MaterialSet AI Data Boundaries and Human Review PointsCheckpoint
  2. Chapter 2Use AI in Hiring Without Losing JudgementOverviewDrafting Vacancy Materials from Verified Role RequirementsChecking Screening Criteria and Application SummariesUsing Structured Interview Evidence in Human Selection DecisionsCheckpoint
  3. Chapter 3Apply AI to Employee Learning and SupportOverviewAdapting Learning Examples and Practice ActivitiesAnswering Routine Employee Questions from Approved MaterialRouting sensitive and unresolved enquiries to peopleCheckpoint
  4. Chapter 4Analyse Workforce Data With AIOverviewDefining Workforce Measures and Checking Source DataValidating AI-Assisted Calculations and Group ComparisonsReporting Patterns, Uncertainty and Disclosure RisksCheckpoint
  5. Chapter 5Evaluate and Govern AI Tools in HROverviewQuestioning Vendors About Data, Testing and OversightTesting Accuracy and Group Level Error PatternsMonitoring Incidents and Verifying Local RequirementsCheckpoint
Office colleagues reviewing notes around a table during a discussion about a proposal
LeadershipMid to senior

Power and Influence

Understand how influence really works at work, build credibility, navigate power dynamics, and move ideas forward without relying on authority.

Start chapter 1 5 chapters 103 min Audio
  1. Chapter 1FREEHow Power Works in Workplace DecisionsOverviewFormal authority and control over resourcesInformal influence through expertise and relationshipsMap a decision and check the map with othersCheckpoint
  2. Chapter 2Build Credibility Without Formal AuthorityOverviewReliability and follow-through on commitmentsExpertise, candour and admitting uncertaintyVisibility, credit and fair treatmentCheckpoint
  3. Chapter 3Gain Support Across Competing StakeholdersOverviewQuestions that reveal interests and constraintsNegotiating trade-offs between affected groupsConversation order and the limits of coalition buildingCheckpoint
  4. Chapter 4Present Ideas That Win DecisionsOverviewDefine the decision and its criteriaPresent options and honest trade-offsMake the ask and record the outcomeCheckpoint
  5. Chapter 5Handle Resistance Without Damaging TrustOverviewDiagnosing objections after a decision or setbackChoosing a response and recognising ethical limitsFollowing up and repairing working relationshipsCheckpoint
Senior professionals arranging notes across an office table while planning their work
BehaviouralMid to senior

Prioritising When Everything Is Urgent

Practical methods to decide what matters most, protect focus time and say no without damaging relationships when every request looks urgent.

Start chapter 1 5 chapters 109 min Audio
  1. Chapter 1FREEPrioritise Competing Work Without GuessworkOverviewSeparate Urgent Requests from Consequential WorkCompare Impact, Deadlines and DependenciesMake Priority Tradeoffs Visible to OthersCheckpoint
  2. Chapter 2Plan Your Week Around Real CapacityOverviewAccount for meetings, routine work and fixed commitmentsUse time blocking for demanding tasksLeave room for unpredictable requestsCheckpoint
  3. Chapter 3Protect Focus Time From InterruptionsOverviewSet Visible Boundaries Around Focus PeriodsTriage Incoming Messages and InterruptionsRestart Work After a Break in ConcentrationCheckpoint
  4. Chapter 4Say No to Urgent Requests ProfessionallyOverviewClarify What Is Needed and WhenExplain Competing Work Without DefensivenessOffer a Later Date, Smaller Scope or Another OwnerCheckpoint
  5. Chapter 5Review Priorities When Work ChangesOverviewReview open promises and unfinished tasksSpot recurring pressure in the calendar and task listReset expectations when commitments changeCheckpoint
Critical Thinking When AI Has an Answer
LeadershipMid to senior

Critical Thinking When AI Has an Answer

Learn to question AI answers, weigh evidence, spot weak reasoning and make sound decisions at work when tools give you instant, confident answers.

Start chapter 1 5 chapters 153 min Audio
  1. Chapter 1FREESeparate claims from evidence in AI answersOverviewClaims, reasons, evidence, and conclusionsWhat counts as relevant and sufficient evidenceAssumptions hidden in fluent answersA simple claim and evidence reviewCheckpoint
  2. Chapter 2Frame the decision before asking AIOverviewDecision, question, and actionConstraints, stakes, and affected peopleKnowns, unknowns, and assumptionsReframing prompts around the choiceCheckpoint
  3. Chapter 3Test the support behind a confident answerOverviewTraceable sources and unverified claimsRelevance, quality, and limits of evidenceSpecificity without supportVerification proportional to the stakesCheckpoint
  4. Chapter 4Compare explanations and stakeholder trade-offsOverviewAlternative explanations and counterevidenceWhat the answer leaves outBenefits, burdens, and affected stakeholdersTrade-offs that cannot be settled by more information aloneCheckpoint
  5. Chapter 5Make a defensible call and revisit itOverviewDecision rationale and remaining uncertaintyConsequences, reversibility, and proportionate actionSignals that warrant a reviewLearning from outcomes without hindsight biasCheckpoint
A professional using an AI assistant on a laptop at work.
FunctionalAll levels

AI at Work: Using AI Tools Every Day

A practical, free course on using AI assistants at work with confidence: where they help, how to ask well, how to check the output, and how to turn it into time saved and career growth.

Start chapter 1 5 chapters 79 min Audio
  1. Chapter 1FREEWhere AI Actually Helps at Work, and Where It Doesn'tOverviewThink of AI as a Fast, Confident Junior ColleagueWhat to Hand Over and What to KeepChoosing Tasks with Value Versus RiskCheckpoint
  2. Chapter 2Asking Well: Turning Vague Requests into Useful ResultsOverviewThe Five Parts of a Clear RequestShow an Example, Then Refine Through ConversationLet the AI Ask First, Then Build TemplatesCheckpoint
  3. Chapter 3Checking the Work: Accuracy, Judgement and ResponsibilityOverviewWhy AI Invents Facts and How to Check by RiskSpotting Bias, Generic Output and Confidentiality RisksDisclosure and Accountability: The Work Is Still YoursCheckpoint
  4. Chapter 4Building AI into Your Weekly WorkflowOverviewAudit Your Week Before You Add AIBuild Your Personal Prompt LibraryTime-Box, Measure and Agree Team NormsCheckpoint
  5. Chapter 5Making It Count: Showing Impact and Growing Your CareerOverviewTrack and Quantify Your AI WinsShare Good Practice and Talk About Your SkillsGrow Human Strengths and Plan Your Next 30 DaysCheckpoint
Handling Difficult Conversations at Work
BehaviouralMid to senior

Handling Difficult Conversations at Work

A practical guide to preparing for tense conversations, addressing difficult behaviour and reaching a workable outcome without damaging trust.

Start chapter 1 5 chapters 90 min Audio
  1. Chapter 1FREEMastering the Internal DialogueOverviewThe ladder of inference and how to climb down itIdentifying physical signs of your own stress responseWriting a one sentence goal for the interactionMapping the potential needs of the other personCheckpoint
  2. Chapter 2De-escalating Tension in the RoomOverviewSpotting the move to silence or verbal aggressionThe power of the tactical pause in a heated momentValidating emotions to lower the heart rate of the roomRestating the common ground to rebuild safetyCheckpoint
  3. Chapter 3Addressing Counterproductive BehaviorsOverviewThe Difference Between Personality Traits and Observable ActionsStructuring a Feedback Statement for Maximum ClarityManaging Common Deflections Like Blame and DenialInviting a Collaborative Fix for the ProblemCheckpoint
  4. Chapter 4Negotiating Workable AgreementsOverviewShifting Focus to Future ActionsBalancing Needs and PreferencesBuilding an Accountability FrameworkKnowing When to Step AwayCheckpoint
  5. Chapter 5Sustaining Trust After the TalkOverviewScheduling the first check in after a difficult talkHandling the first time someone reverts to old habitsReinforcing positive changes through specific acknowledgmentBuilding a culture of ongoing and low stakes feedbackCheckpoint
Making Your Work Visible Without Self-Promotion
BehaviouralMid to senior

Making Your Work Visible Without Self-Promotion

Learn how to communicate your contribution, build professional visibility and advocate for growth without sounding boastful or political.

Start chapter 1 5 chapters 88 min Audio
  1. Chapter 1FREEMoving from invisible worker to visible contributorOverviewThe myth of the meritocracyWhy silence creates a management blind spotDefining your value through the lens of business outcomesThe difference between reporting facts and seeking validationCheckpoint
  2. Chapter 2Translating tasks into business impactOverviewMoving past the to do listThe mechanics of the impact statementQuantifying the unquantifiable parts of your roleMatching your message to the priorities of your leadershipCheckpoint
  3. Chapter 3Building visibility without the office politicsOverviewMapping your internal influence networkFinding natural moments for visibilityThe art of the strategic check inUsing peer recognition to amplify your own signalCheckpoint
  4. Chapter 4Asking for the next big thingOverviewTiming your ask for maximum effectBuilding the business case for your advancementManaging the not yet responseTurning feedback into a roadmap for your next moveCheckpoint
  5. Chapter 5Maintaining your professional reputationOverviewThe weekly win logAdvocating for others as a way to build your own brandDealing with professional jealousy and tall poppy syndromeScaling your visibility as your seniority growsCheckpoint
Owning an Operating Cost Base
FunctionalSenior leadership

Owning an Operating Cost Base

What changes when the cost base becomes yours: defending headcount against vendor spend, explaining variance before you are asked, and protecting capability when the number has to come down.

Start chapter 1 5 chapters 83 min Audio
  1. Chapter 1FREEThe Ownership Shift in Financial ControlOverviewTransitioning from oversight to accountabilityMapping the cost base structureSetting the tempo for financial reviewsDefining delegated authority limitsCheckpoint
  2. Chapter 2Proactive Variance and Narrative ControlOverviewPredictive variance monitoringConstructing the narrative bridgeStakeholder communication protocolsMateriality thresholds in reportingCheckpoint
  3. Chapter 3The Internal Capability vs Vendor Spend EquationOverviewQuantifying institutional knowledgeVendor risk and dependency analysisThe headcount defense frameworkHidden costs of external service providersCheckpoint
  4. Chapter 4Protecting Core Capability in Downward CyclesOverviewStrategic asset mappingThe mechanics of the asymmetric cutCommunicating tough choices to the boardRisk assessment of reduced capabilityCheckpoint
  5. Chapter 5Commercial Decision Architecture for Senior LeadersOverviewScenario modeling for senior leadersIntegrating commercial strategy and financeManaging reputational risk in financial decisionsFinalizing the leadership transitionCheckpoint
Managing Up
LeadershipMid to senior

Managing Up

How to give your manager what they actually need, get decisions unblocked, and be trusted with more, without waiting to be asked.

Start chapter 1 5 chapters 82 min Audio
  1. Chapter 1FREEDecoding Organizational Context and Managerial PressureOverviewMapping the manager's stakeholder ecosystemIdentifying key performance indicators and success metricsAnalyzing organizational cycles and fiscal pressuresCheckpoint
  2. Chapter 2Establishing a High Trust Communication CadenceOverviewDesigning the tiered update systemMastering the executive summary formatSetting expectations for risk and issue escalationCheckpoint
  3. Chapter 3Engineering Decisions and Removing FrictionOverviewFraming problems as choice setsThe anatomy of a strong recommendationAnticipating the second-order consequences of decisionsCheckpoint
  4. Chapter 4Expanding Influence through Strategic AutonomyOverviewMoving from task execution to outcome ownershipIdentifying and filling leadership gapsBuilding a reputation for reliable judgmentCheckpoint
  5. Chapter 5Managing Friction and High Stakes InfluenceOverviewThe mechanics of constructive pushbackNegotiating for resources and prioritiesProtecting the relationship during intense disagreementCheckpoint