Great Reminders Framework
The Leadership Map
Leadership often feels like a maze. Many leaders juggle conflicting demands—developing a vision, nurturing people, delivering results— but don’t know where to focus next. Great Reminders’ Leadership Map makes leadership navigable by clarifying two dimensions: the growth domains you lead and the levels of action that determine when and how you must act.
Two questions that instantly clarify “what to do next”
1) What domain are we in? Orientation (direction) · Sense-making (understanding) · Execution (delivery)
2) What level should I act on? Moments (now) · Skills (practice) · Systems (design)
The “What” of Leadership: Growth Domains
Diagnose the domainShortcut: Pick the domain first—then choose the right action level.
Orientation = direction · Sense-making = understanding · Execution = delivery
Growth domain
Orientation: Clarifying why we exist
| Type | People-focused | Business-focused |
|---|---|---|
| Orientation | Values, purpose, culture | Vision, strategy, priorities |
People-focused orientation centers on values, purpose, and culture. Clear mission and values guide decisions and inspire employees ParthenonMGMT. Mission and vision communicate purpose and guide strategy Open Text. Culture—shared norms and beliefs—shapes motivation, satisfaction, and innovation LeadershipIQ.
Business-focused orientation emphasizes vision, strategy, and priorities. Mission and vision provide a target for strategy development and decision-making Open Text.
Quick diagnostic: Are we unclear on “why” (purpose/values) or “where” (vision/priorities)? If yes—this is an Orientation issue.
Next best move (fast)
Write a one-sentence purpose + 3 priorities. Share it in your next team touchpoint.
Common failure mode
“We’re busy, but not aligned.” Lots of effort, weak direction.
Growth domain
Sense-making: Understanding reality
| Type | People-focused | Business-focused |
|---|---|---|
| Sense-making | Empathy, perspective-taking | Problem framing, risk analysis |
People-focused sense-making starts with empathy and perspective-taking. Empathy is strongly linked to leadership effectiveness PearnKandola, and it supports trust and collaboration at work CCL. Many leadership and workplace sources also connect empathy to better outcomes (trust, engagement, resilience) Woliba.
Business-focused sense-making requires problem framing and risk analysis. Leaders under pressure often jump to solutions; reframing problems improves solution quality HBR. Risk assessment supports decision-making by clarifying choices, preferences, and information—and matters most when tied to real decisions ISACA.
Quick diagnostic: Are we misunderstanding people, or misunderstanding the problem? If yes—this is a Sense-making issue.
Next best move (fast)
Ask 2 questions: “What’s your view?” + “What am I missing?” Then reframe the problem in one sentence.
Common failure mode
Solving the wrong problem (fast), then wondering why nothing changes.
Growth domain
Execution: Turning intent into results
| Type | People-focused | Business-focused |
|---|---|---|
| Execution | Feedback, trust, communication | Decisions, accountability, delivery |
People-focused execution is feedback, trust, and communication. Fast, meaningful feedback is associated with performance and development Gallup. Trust is linked to healthier, more productive workplaces HBR. Communication helps leaders align and motivate teams Babson.
Business-focused execution is decisions, accountability, and delivery. Accountability behaviors drive ownership and execution Inspiring Workplaces. In disruption, decisive leaders who commit to decisions are linked to healthier organizations McKinsey.
Quick diagnostic: Are we failing because of “how we work together” (feedback/trust/clarity) or “what we deliver” (decisions/accountability)? If yes—this is an Execution issue.
Next best move (fast)
Make one decision explicit: owner + deadline + “definition of done” + check-in cadence.
Common failure mode
Ambiguity. Everyone assumes someone else owns it.
The “When/How” of Leadership: Levels of Action
Choose the altitudeShortcut: Match the level to the leverage you need.
Moments = how you show up · Skills = how you improve · Systems = how you scale
Level of action
1) Moments (seconds & minutes)
Leadership is forged in small interactions. Microleadership focuses on small, daily actions that build trust and culture MindTools. Micro-moments compound into reputation and influence over time Leadership Mission.
Use it when
Emotions are high, trust is fragile, or you need to reset the tone right now.
Level of action
2) Skills (days & weeks)
Skills are repeatable behaviors you practice: empathy, feedback, coaching, decision-making, prioritization. Frequent feedback is one example of a skill that compounds into development and performance Gallup.
Use it when
You see the same issue repeatedly and need a stronger “default behavior.”
Level of action
3) Systems (months & years)
Systems are structures, processes, and rituals that make the right behavior the easy behavior. A leadership system is a systematic way of designing how resources interact to achieve a purpose Daniel Edds.
Use it when
Good intentions don’t stick because incentives, process, or norms are misaligned.
Bringing the Dimensions Together
Pick the next best moveThe Leadership Map is a diagnostic tool.
Find the domain → choose the level → take a targeted action.
Find the domain
Orientation (direction), Sense-making (understanding), or Execution (delivery)?
Pick the level
Moment (now), Skill (practice), or System (design)?
Execute the move
Do one action in the cell you selected. Keep it measurable.
Examples (how it works)
- Orientation × Moments — live your values under pressure (“model the way”).
- Sense-making × Skills — practice empathy + problem framing PearnKandola HBR.
- Execution × Systems — design accountability loops + decision clarity Inspiring Workplaces.
Use the map in 30 seconds:
- What domain are we in? (Orientation / Sense-making / Execution)
- What level should I act on? (Moment / Skill / System)
References and Further Reading
Source listThese are the exact external sources linked in the text above.
- Parthenon Management Group — A Guide to Organizational Values, Mission & Vision
- Open Lib UMN — The Roles of Mission, Vision, and Values
- LeadershipIQ — The Impact of Company Culture on Success
- Pearn Kandola — The Links Between Empathy and Leadership
- Center for Creative Leadership — Empathy in the Workplace
- Woliba — Why Empathy Is the New Superpower
- Harvard Business Review — To Solve a Tough Problem, Reframe It
- ISACA — Using Risk Assessment to Support Decision Making
- Gallup — Fast Feedback Fuels Performance
- Babson — Why Communication Is Important in Leadership
- Harvard Business Review — The Neuroscience of Trust
- Inspiring Workplaces — Accountability Behaviours that Drive Success
- McKinsey — The Art of 21st-Century Leadership
- MindTools — Microleadership: The Power of Small, Daily Actions
- The Leadership Mission — Leadership in Micro-Moments
- Daniel Edds — The Leadership System (Definition)