Leader’s Toolbox: Models That Move People

Leadership often feels intuitive—but high-performing leaders know that intuition is only part of the picture. Behind effective decisions, strong team cultures, and consistent performance are mental frameworks—models—that guide thinking and action.

Leadership models distil complex behaviours into simple, repeatable patterns. They help teams align, clarify roles, navigate change, and resolve conflict. And crucially, they provide shared language that allows groups to make sense of challenges together.

The goal isn't to follow models blindly, but to use them intentionally—as tools, not rules. When chosen and applied wisely, they accelerate performance and elevate trust across any team, in any industry.

Let’s unpack several high-impact leadership models that are practical, adaptable, and proven to move people—not just manage them.The Clarity Triangle: What, Why, How

When teams falter, it’s rarely because they don’t have enough skills—it’s usually because they lack clarity. The Clarity Triangle breaks communication down into three simple parts:

• What are we doing?

• Why does it matter?

• How will we go about it?

Leaders who use this model before launching projects, changing direction, or giving feedback create psychological alignment. People don’t just hear the task—they understand the context and feel ownership of the path.

Practical Use:

• In project briefs, start with “Here’s what we’re aiming to do…”, followed by “Here’s why this is important…”, then “Here’s how we’re going to approach it together.”

The Accountability Ladder

Accountability isn’t a personality trait—it’s a mindset that can be nurtured. The Accountability Ladder helps teams and individuals recognise where they are on the spectrum from blame to ownership.

The levels look something like this:

1. I didn’t know

2. It’s not my fault

3. I can’t do anything

4. What can I do?

5. I will own it

6. Let’s fix it and learn

Great leaders use this model not to punish mistakes but to coach upward—helping people shift from passive or reactive thinking to proactive, solution-focused action.

Practical Use:

• In performance conversations, ask: “Which level do you feel you’re operating at?”

• Support the shift by modelling accountability yourself—admitting errors and focusing on improvement, not blame.

The Trust Equation

Trust is the currency of leadership. Without it, teams stall. The Trust Equation reframes trust as a formula, helping leaders build it deliberately:

Trust = (Credibility + Reliability + Intimacy) ÷ Self-Orientation

• Credibility: Are you competent and confident in your knowledge?

• Reliability: Do you follow through on promises consistently?

• Intimacy: Can people be open with you without fear?

• Self-orientation: Are you focused on others or mainly yourself?

Trust increases when you boost the first three elements and reduce self-interest. It’s especially useful for new leaders looking to establish their footing or repair damaged rapport.

Practical Use:

• After a tough meeting or decision, reflect: “Did I come across as credible, reliable, and empathetic—or focused on my own position?”

The Situational Leadership Grid

Different situations demand different leadership styles. The Situational Leadership Grid helps leaders flex their approach based on two factors:

• Task competence: Does the person/team know how to do the job?

• Commitment/confidence: Are they motivated and willing to do it?

From here, four styles emerge:

1. Directing: High direction, low support (ideal for beginners)

2. Coaching: High direction, high support (growing skills)

3. Supporting: Low direction, high support (capable but hesitant)

4. Delegating: Low direction, low support (high ownership)

Leaders who adapt their style appropriately avoid micromanaging skilled staff or abandoning new ones.

Practical Use:

• Before assigning a task, ask: “Do they need more instruction, encouragement, or autonomy right now?”

The Change Curve

Change isn’t linear—people move through phases of reaction. The Change Curve helps leaders manage transitions with empathy and foresight.

The typical stages:

• Shock/Denial

• Frustration/Anger

• Exploration

• Acceptance/Commitment

Recognising where a team is on the curve allows leaders to offer the right support—whether that’s space to vent, clarity on new roles, or a vision of what’s ahead.

Practical Use:

• During change, normalise emotion: “It’s okay to feel unsettled. Let’s talk through it.”

The SCARF Model (Social Drivers of Engagement)

What drives people in teams isn’t just money—it’s social meaning. The SCARF Model names five triggers that affect engagement:

• Status: Do I feel respected?

• Certainty: Do I know what’s going to happen?

• Autonomy: Do I have control over my work?

• Relatedness: Do I feel connected to others?

• Fairness: Am I being treated justly?

When these are threatened, people disengage. When they’re met, people thrive. Leaders can use SCARF to design team environments where trust and performance flourish.

Practical Use:

• In tough decisions, scan for risks: “Could this undermine someone’s autonomy or sense of fairness?”

The GROW Coaching Model

Coaching is a core skill for modern leaders. The GROW model provides a structure for guiding others toward their own solutions:

1. Goal: What do you want?

2. Reality: Where are you now?

3. Options: What could you do?

4. Will: What will you do next?

This model encourages ownership and reflection—two ingredients vital to sustained behaviour change.

Practical Use:

• In 1-on-1s, ask:

  • “What’s your ideal outcome?”

  • “What’s getting in the way?”

  • “What are three options?”

  • “What will you commit to?”

The Feedback Loop (SBI + Feedforward)

Feedback is fuel—but it must be digestible and developmental. Combine two methods:

SBI Framework (Situation, Behaviour, Impact):

• “In yesterday’s meeting (Situation), you interrupted several team members (Behaviour), which led to confusion and tension (Impact).”

Feedforward: Focus not on what went wrong, but on what can be done next:

• “Going forward, how could we ensure all voices are heard?”

This dual approach delivers feedback that’s specific, respectful, and actionable.

Practical Use:

• Give feedback in real time, using SBI, and pair it with a collaborative feedforward discussion.

Energy Zones: Red, Yellow, Green

Leadership isn’t just what you do—it’s how you show up. The Energy Zones Model helps leaders self-manage and read their teams:

• Red: Reactive, triggered, overwhelmed

• Yellow: Alert, focused, pressured

• Green: Present, calm, connected

Great leadership happens mostly in the green zone—but getting there requires awareness. If you're red, it’s time to pause. If your team is red, push less and listen more.

Practical Use:

• Check in at the start of meetings: “Which zone are we in right now? What do we need to move closer to green?”

The Leadership Ladder: Me → We → Why

This model represents leadership maturity in three stages:

1. Me: Focused on personal competence and credibility

2. We: Focused on team cohesion and collective output

3. Why: Focused on vision, purpose, and legacy

Leaders grow by climbing this ladder—starting with self-leadership, then empowering others, and finally shaping meaningful direction.

Practical Use:

• Reflect on your current challenges: “Am I stuck in the ‘me’ stage? How can I elevate toward ‘we’ or ‘why’?”

How to Choose the Right Model

With so many options, how do you decide which tool to use?

Ask:

• What’s the problem I’m trying to solve?

• Where’s the breakdown—clarity, accountability, engagement?

• What does the team need most right now—direction, autonomy, empathy?

Think of leadership models like a builder’s toolkit. You don’t use a hammer for every job—but when the nail appears, you’ll be glad you have one.

Final Thoughts: Models as Multipliers

Using models doesn’t make you robotic—it makes you repeatably effective. They help translate your values into action, your strategy into movement, and your team’s energy into results.

Mastering these models isn't about memorisation—it’s about embodiment. Use them in planning, reflection, conversation, and coaching. Teach them to your team. The more fluent your people become in these shared mental maps, the faster you’ll move—together.