Last week, I had interesting conversations with the presidents of two organizations I advise. They expressed their concerns regarding how to assist staff in managing stress during trying times. Both leaders work with a diverse mix of personalities, some of whom may not completely align with the organization’s objectives. Reviewing their teams with fresh eyes, they are always assessing how the staff work together to maximize performance as the organization evolves.
While each of these leaders is new to their organization, they bring significant experience. As they shared their struggles with managing change and recognizing authentic leaders, those who inspire rather than manage, they highlighted leadership themes, how to identify Toxic Saviors, and how to manage complex personalities, all of which are subjects I explored in my book.
I pointed out that during stressful times, the Rule of Threes is an effective approach for identifying both leaders and toxic individuals while managing an organization’s operations, particularly in aligning team members with deliverables and milestones. Focusing on three key deliverables allows managers to simplify complexities, sharpen focus, and foster collaboration while reducing tension. It also allows for staff contributions to be fairly assessed.
In any organization, everyday stress will arise during projects, and, for different reasons, this will be exacerbated during rapid growth and downsizing. Indeed, one could argue that something stressful is constantly occurring, and you would be correct. The Rule of Threes serves as an effective strategy for managing any operation because it helps everyone concentrate on what must be accomplished for both short and long-term success.
Concentrating on three primary deliverables or milestones provides staff with clarity and direction. When faced with too many options, decision-making can become challenging, sometimes resulting in paralysis. Similarly, an excess of projects and objectives can hinder prioritization for both individuals and teams, leading to inertia, stress, and inefficiency. By identifying and communicating the three most vital outcomes, leaders ensure everyone understands what success looks like. For instance, a product launch could center on finalizing development, producing marketing materials, and setting up distribution channels. With these clear priorities, teams can channel their efforts productively without being bogged down by competing demands.
Clear communication is vital for reducing tension, especially when it comes to complex information like project timelines, resource constraints, or performance expectations. By further breaking projects down into three essential components—what needs to be done, why it matters, and how we’ll achieve it—we can create a clear and actionable framework. This approach not only enhances understanding but also keeps team members aligned with the bigger picture of the organization’s goals.
In helping their teams deliver to the milestones, leaders begin by working collaboratively to define realistic and measurable milestones. During the collaboration phase, efforts center on providing the tools, resources, and support necessary to achieve these goals. Then, as projects get underway, progress is tracked against the agreed milestones, with regular check-ins to address challenges and recalibrate efforts as needed. This cyclical approach ensures continuous momentum while keeping teams accountable and motivated.
Incorporating the Rule of Threes into operational management ultimately brings structure and clarity to what can often feel like a chaotic process. By reducing the noise and focusing attention on a manageable set of priorities, communication frameworks, and execution phases, organizations will relieve tension and create an environment where deliverables and milestones are met with confidence and efficiency.
The star performers who emerge are those who contribute to everyone’s success. Individuals trying to create their own walled gardens or silos, will be exposed, ultimately needing to either align with the rest of the organization or exit.
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