The 10 Must-Have Tools In Your Leadership Toolbox
The Ultimate Toolkit to supercharge your leadership!
A leader is like a handyman.
As a leader, you are faced with a variety of situations: strategic planning, decision-making, prioritization, giving feedback, communication, goal setting, and the list goes on.
Just like a handyman, your task is to devise the best strategy to handle those situations.
You need to use the best tool for the job.
In this post, I will discuss the 10 Must-have Leadership Tools that you absolutely must have in your toolbox.
Whether you are an entrepreneur, a front-line manager, or a seasoned executive, these tools will help you to multiply your productivity as a leader, and amplify your results.
Ready to open the toolbox? Let’s go.
Tool #1— Mind Boxing (Scheduling)
“The key is not to prioritize what’s on your schedule, but to schedule your priorities.” — Stephen Covey
Time is the scarcest resource, and mind-boxing is a simple framework that leaders — regardless of level or role — can use to be more intentional about how they spend their time.
The idea is to maximize the impact by scheduling your priorities.
How Mind-boxing Works
A mind-box is the intersection of 3 verticals (columns) and 2 layers (rows).
The three verticals (aka 3Ps) of leadership are:
People: ensuring the well-being of the people you lead, the stakeholders you manage
Process: ensuring your organization is both efficient and effective in “how” they get work done
Product: ensuring you are building the best product/platform or service that will delight your customers
The two layers of leadership are:
Tactics: ensuring that you are delivering results, and getting the job done.
Strategy: ensuring that you are thinking long-term, and are intentional in how you steer your organization forward
Applying Mind-boxing
There are three simple steps to applying the framework:
First, decide how you want to allocate your time between the six boxes. The allocation should be driven by your goals and priorities.
Second, review your calendar, your TODO lists, and any other planning tool you use, and align those with your 6-box time allocation.
Finally, on a regular basis, review your time allocation and adjust it based on changing priorities, roles or business needs.
References
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Tool #2— Pareto Principle (Prioritization)
“People who can focus, get things done. People who can prioritize, get the right things done.” — John Maeda
As a leader you would typically have a long list of initiatives or projects that you would like to get done, but the reality is that you have limited capacity.
The Pareto Principle can be used as a smart tool to cut out the noise, and maximize the returns through ruthless prioritization.
How the Pareto Principle Works
At its core, the Pareto Principle is incredibly simple. Also known as the 80/20 rule, the principle states that for many outcomes, roughly 80% of consequences come from 20% of the causes.
Another way to put this is: about 80% of your results are linked to only 20% of your effort.
This principle forces you to think hard about what your priorities are, and where you should be focusing your attention.
Applying the Pareto Principle
Examples of how you can apply the Pareto Principle:
Out of all the projects lining up for your team, identify the top 20% that will make the highest impact (as they will likely result in the highest bank for the buck).
When identifying the root causes of a particular incident or issue, focus your energies on addressing the top 20% of the issues (as they will likely address 80% of the problem).
During compensation cycles, stack rank your team members based on their performance, and disproportionately reward the top 20% (as they likely contribute to 80% of the results).
References
Tool #3— SBI Model (Giving Feedback)
“We all need people who will give us feedback. That’s how we improve.” — Bill Gates
Giving feedback — especially negative feedback — can trigger emotions, defensiveness, outbursts, or even an all-out confrontation.
And that’s why many leaders sugarcoat or dilute the feedback, or worse yet, avoid giving feedback altogether.
The SBI model provides a simple and effective framework that leaders can use to deliver high-impact feedback. The model encourages objectivity, transparency, and empathy, all at the same time.
How the SBI Model Works
When delivering feedback, follow this 3 step model:
Situation. First, describe the situation or context. Who was involved? When did it happen? Where did it happen? For example, you may say something like: “Last Monday at our 9 am team meeting…”
Behavior. Second, share the actual behavior that was observed. Focus on observed behavior (something you or others could see or hear). Strictly stay away from labeling the individual. In the example above, instead of saying: “You came across as rude.”, you can say: “You cut Robin in the middle of a sentence by interrupting her, and you did this 3 times.”
Impact. Finally, share the impact or outcomes of the behavior. You can share how you felt, or some quantifiable metric as an outcome. However, avoid sharing (or making assumptions) about how others felt. In the previous example, you can say: “Your behavior made me feel uncomfortable.”
The essence of the SBI model is to focus on situational facts and observed behavior, and stay away from generalizations or labeling. This approach allows for a more objective conversation and reduces the chances of the conversation stalling.
Applying the SBI Model
You can apply the SBI model in multiple situations, including:
Sharing feedback with your team members
Sharing feedback with your peer, colleague, or even your boss
References
Tool #4 — RACI Matrix (Accountability)
“Everybody’s responsibility is nobody’s responsibility.”
The reality is that a person is more likely to be charged up and take ownership of something if his or her name is directly linked to the initiative, versus if they are just a “part of a team” that works on that initiative.
The RACI matrix is designed to address this very issue.
How the RACI Matrix Works
In the RACI matrix, there are 4 key stakeholders:
Responsible. These could be one or more individuals who are responsible for the execution of the tasks involved in the project or initiative.
Accountable. Exactly one person is designated as the one accountable for the success of the project or initiative. This person needs to oversee the execution, and also report back on status and is answerable to others.
Consulted. One or more stakeholders who are consulted throughout the execution of the project. Consultation could include reviews, suggestions or feedback, but not direct execution.
Informed. One or more stakeholders who are kept informed of the project's progress throughout the execution.
Applying the RACI Matrix
The RACI matrix is quite flexible and it can be applied in a variety of situations, including:
To drive accountability for high-profile projects
To enable smooth flow of communication in complex projects
To empower leaders to drive key projects
References
Tool #5— SMART Goals (Goal Setting)
“Setting goals is the first step in turning the invisible into the visible.” — Tony Robbins
Most of us set goals for ourselves and our teams.
But the reality is that most of the goals that are set end up being dropped.
The primary reason for that is the lack of clarity and objectivity in the goal itself.
The SMART goals framework addresses that by emphasizing specificity and practicality, and can be used to improve the quality of the goals you set for yourself or your teams.
How SMART Goals Work
A SMART goal has 5 attributes:
Specific. The goal is concrete and tangible. Everyone knows what it looks like.
Measurable. The goal has an objective measure of success that everyone can understand.
Attainable. The goal is challenging but should be achievable with the resources available.
Relevant. The goal meaningfully contributes to larger objectives like the overall mission.
Timely. The goal has a deadline, or better yet, a timeline of progress milestones.
An example of a SMART goal is:
Grow the number of monthly users of Techfirm’s mobile app by 1,000 within Q1 of 2022. This will be accomplished by optimizing our app-store listing and creating targeted social media campaigns, which will begin running in February 2022, on three social media platforms: Facebook, Twitter, and Instagram.
Applying SMART Goals
SMART goals can be applied in any situation or context, including:
Setting individual goals for your team members
Setting team goals
Setting project goals
References
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Tool #6 — SWOT Analysis (Strategic Planning)
“Good luck is when opportunity meets preparation, while bad luck is when lack of preparation meets reality.” — Eliyahu Goldratt
We live in a rapidly changing world, with evolving user behavior and cut-throat competition.
Leaders need to not just execute on current priorities, but also keep a close eye on what lies ahead. In The 6 Skills You Need to Become a Strategic Leader, we discussed how leaders should anticipate the market, the competition, and the general environment they work in.
SWOT analysis is a great tool that leaders can use to take stock of the current situation, and to develop a strategic plan while accounting for competitive opportunities.
How SWOT Analysis Works
You can apply the SWOT analysis for a specific project or the overall business, and it consists of four elements:
Strengths. These are things your organization does well. This could include assets, IP, and skillsets.
Weaknesses. These are things your organization lacks, and where your competition may have an advantage. This could include skillset deficiencies, lack of funding, etc.
Opportunities. These are external opportunities that you can tap into in the future. This could include underserved markets, or a new technological innovation.
Threats. These are external threats that your organization faces. This could include emerging competitors or the changing environment.
Applying the SWOT Analysis
You can take advantage of the SWOT analysis in various ways, including:
Run a SWOT analysis for your organization as part of your quarterly review, and adapt your strategy based on what you learn
Use your SWOT analysis to support your case for additional resources, or funding
References
Tool #7 – The 5 Whys (Problem Solving)
“For every effect there is a root cause. Find and address the root cause rather than try to fix the effect, as there is no end to the latter.”
There is a cause, and then there’s a root cause.
One aspect of your role as a leader is to solve problems, or to assist your teams to solve problems. Many times the problem may seem obvious, and you may end up addressing the symptom, not the problem itself.
The 5 Why’s framework helps to dig deeper into situations like those, and uncover the root causes.
How the 5 Whys Work
The mechanics of the 5 Whys are quite simple, and it is akin to peeling the layers of an onion:
When you are faced with a problem, do not settle on the initial solution or interpretation.
Instead, ask Why? and list down the response.
Again, repeat this process by asking Why? again, until you end up with the root cause or the essence of the problem.
Typically, after 5 Whys you should end up with the root cause
Applying the 5 Whys
You can apply the 5 Whys in a number of situations, including:
Finding the root cause of a problem, including customer escalations or issues. You can start by describing the customer issue, and then asking “Why did that happen?” until you land at the root cause.
Establishing your organization’s vision. You can start by asking: “Why do we do what we do?” If you repeat the 5 Whys, it will lead you to the deeper reason and inspiration for your organization
References
Tool #8 — STAR Framework (Storytelling)
“Marketing is no longer about the stuff you make, but about the stories you tell.” — Seth Godin
As leaders, we spend a fair amount of time communicating with our teams and stakeholders.
At the core of communication lies a very important skill — storytelling.
Impactful storytelling can help with negotiations, influence, and could mean the difference between failed and successful projects.
You can leverage the STAR framework to take your storytelling skills to the next level.
How the STAR framework works
The STAR framework has 4 steps:
Situation. This is where you set the stage for the story. You share the context, including the Who, When, and Where. For example: “Last Friday we received a customer escalation…”.
Task. This is the task that needs to be performed, or the problem that needs to be solved. This should link back to the situation, and have a desperate calling for action. For example: “We needed to address the customer’s problem as soon as we could.”
Action. This is the action that you or your team performed. You should keep this to the point and concise, and make sure to keep it relevant to the original situation and task. For example: “I put together a tiger team…”
Result. This is the outcome of the action you took, and should directly address the task or problem you described. This should include objective measures that can be quantified. For example: “The customer issue was resolved within 45 mins of being reported, and they thanked us for the quick turnaround.”
Applying the STAR framework
The STAR framework can be applied in various situations, including:
Sharing the justification for your team member’s promotion at a calibration meeting
Making a pitch to your boss for an opportunity that you think you deserve based on your past accomplishments
Preparing for behavioral interviews
References
Tool #9— OODA Loop (Decision Making)
“Nothing is more difficult, and therefore more precious, than to be able to decide.” — Napoleon Bonaparte
As leaders, we make decisions daily, and these decisions shape the course of our organization.
When making decisions, you need to consider various factors, including the stakeholders, the possible outcomes, and the available approaches.
The OODA loop is a simple tool that you can use to improve the quality of decisions made.
How the OODA Loop works
The OODA Loop is a four-point decision model that supports quick, effective, and proactive decision-making. The loop has four stages:
Observe. This is the information-gathering phase in which you collect inputs from as many sources as possible.
Orient. The next phase is to analyze the collected information, and identify connections, trends, and outliers.
Decide. In this phase, you use the outcome of the analysis to determine the course of action.
Act. The decision isn’t complete until it is implemented. In this phase, you follow through on the decision.
And then there is the loop.
After you implement the decision, you should go back and observe the outcome of the decision. Is it making a difference? Do you need to course correct? And then continue the loop as needed until you are satisfied with the outcome.
Applying the OODA Loop
The OODA loop can be applied in any decision-making scenario, including:
Decisions about prioritization, where the priority may change based on the outcome of execution
Decisions about user experience, where you can iterate and continue to learn from your beta customers
Decisions related to people and resource assignments, where you can adjust the allocations based on the outcome of previous decisions
References
Tool #10— Johari Window (Self-awareness)
“The greatest journey in life is the journey to self-discovery.”
As humans, we inherently have our own biases and false perceptions — of ourselves and others.
One of the greatest attributes of a great leader is self-awareness.
You can use the Johari Window in your organization to identify your blind spots, build trust, develop self-awareness, and improve understanding and interpersonal relationships with your teams.
How the Johari Window works
The Johari Window is a framework you and your team can use to develop better self-awareness of your conscious and unconscious biases.
The Johari Window is split into four quadrants:
The Open Area. Things known to self and to others.
The Hidden Area. Things known to self and not known to others.
The Blind Spot. Things known to others but not known to self.
The Unknown. Things not known to self, nor to others.
You can identify your Johari window by listing down your own perception of yourself, your style, and strengths, and then comparing notes with someone else you work with. You can then use that to identify your blind spots, and chalk out a plan to address them.
Applying the Johari Window
The Johari Window can be applied in various situations, including:
To identify your blind spots with your own team, so you can work on reducing them to build trust
To help your team members identify their blind spots, thereby improving their relationships with others
References
In Summary: The Leadership Toolbox
Just like a handyman, a leader needs to determine the right tool for the job at hand.
In this post, we discussed the 10 must-have tools in your leadership toolbox:
Mind-boxing (Scheduling) — Schedule your priorities to maximize the impact you are making as a leader
Pareto Principle (Prioritization) — Cut out the noise and focus on what matters through ruthless prioritization
SBI Model (Giving Feedback) — Deliver high-impact feedback with confidence
RACI Matrix (Accountability) — Drive accountability and ownership
SMART Goals (Goal-setting) —Set clear, actionable goals to improve results.
SWOT Analysis (Strategic Planning) — Develop a strategic plan while accounting for competitive opportunities.
5 Whys (Problem-solving) — Get to the root cause of a problem with a structured approach
STAR Framework (Storytelling) — Impactful storytelling that will help you to increase your influence and negotiation skills
OODA Loop (Decision-making) — Improve the quality of decision-making
Johari Window (Self-awareness) — Build self-awareness, identify blind spots, and build trust.
Which one is your favorite? Drop your thoughts in the comments below! 👇
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Excellent work!!! Amazing when all the tools are put together the holistic view
Great list.