THE ONE THING

1. The “Five Levels of Work” and the Risk Between 4 and 5

This tweet from Alex Lieberman went viral a couple of weeks ago

I really like this diagram, which basically shows a ladder of agency.

Here’s a quick summary:

1. There’s a problem.

2. There’s a problem + likely causes.

3. Problem, causes, and possible solutions.

4. Problem, likely cause, options, and my recommendation.

5. I found it, fixed it. JFYI.

Why I like this diagram

• Clarity → standards. It turns “be more proactive” into observable behaviors managers can coach to.

• Builds decision muscle. Each level requires more upstream thinking (root cause, options, choice), nudging people toward Level 4/5 where the compounding benefit lives.

• Self-serve calibration. Employees can self-assess (“Which level am I bringing right now?”) and move one rung up next time

My concerns with Level 5

That last step change: from recommend (level 4) to act (level 5) adds risk because execution can trigger second-order effects that you did not factor in.

For example, if someone proactively fixes a problem without informing their boss ahead of time, they might break a downstream process they had no insight into.

In other words, level 5 can turn from “proactive” into “expensive.”

The takeaway

This ladder is fantastic, but to avoid preventable headaches, ask employees to stay at Level 4 and get permission before moving to Level 5.

INSIGHTFUL THOUGHTS

2. Right Role > Motivation Strategies

Managers often obsess over driving performance by pushing their teams harder. But research suggests the real secret sauce is how well they place people in the right roles.

A new global study spanning 200,000 employees and 30,000 managers across nearly 100 countries found that the best managers create value not by tighter control or louder pep talks, but by acting as talent matchmakers.

In practice, this means knowing each team member’s strengths and aspirations, and aligning their work accordingly.

When people are doing what they’re best at, motivation and results naturally follow.

The takeaway

Instead of asking “How can I get more out of them?”, great leaders ask “Are they in the role where they can give their best?” and then make adjustments to ensure the answer is yes.

PRESENTED BY

3. Get Help with Debt Relief

This week’s newsletter is sponsored by Money, which offers debt relief services. More details below.

More than $50k in debt? You don’t have to be.

Americans’ credit card debt has surpassed $1.2 trillion, and high interest rates are making it harder to catch up (yes, even if you’re making your payments). If you’re in the same boat as millions of Americans, debt relief companies could help by negotiating directly with creditors to reduce what you owe by up to 60%. Check out Money’s list of the best debt relief programs, answer a few short questions, and get your free rate today.

Get your free rate

WORDS I LIKE

4. On Building and Losing Trust

THE 80/20

5. An 80/20 Tip You Can Apply Today

Here’s a low-effort, high-impact tip you can use with your team today:

• What: In meetings, make it a habit to let others speak first, and be the last to share your opinion.

• Why: When leaders hold back their own thoughts until everyone else has spoken, two things happen: people feel truly heard, and you get the benefit of hearing all perspectives before you weigh in. This builds trust and leads to better decisions, as you’re less likely to bias the discussion or miss a great idea.

• Example: In your next team meeting, resist the urge to jump in with solutions. Ask questions and encourage quieter team members to share their views. Once everyone has had their say, summarize key points and then offer your opinion last.