In Defence of the Model
(Why frameworks are more relevant to leadership than ever before)
Models and frameworks often get a bad name in leadership circles. They’re dismissed as too theoretical, too academic, or not real-world enough.
But that’s an unfair conclusion.
The best models don’t live in textbooks — they live in practice. They capture what effective leaders already do instinctively and make it easier for others to learn, apply, and refine. They give language to good practice, structure to complexity, and a framework for reflection.
As psychologist Kurt Lewin, often called the father of modern social psychology, once said:
“There is nothing so practical as a good theory.”
His point still holds true today. A sound model doesn’t distance us from reality; it helps us make better sense of it.
1. Good Models Are Born from Practice
Behind every enduring leadership model is a distillation of lived experience. They rarely emerge from ivory towers; instead, they are born out of observation, reflection, and experimentation in the real world.
Think about the GROW model of coaching, Covey’s Circle of Influence, or the Situational Leadership framework. These models evolved from patterns of behaviour that consistently worked — patterns that could be named, shared, and improved upon.
Good models codify practical wisdom. They help us see what works and make it teachable. They turn leadership from something instinctive into something intentional.
At Three Leadership, we often describe models as maps — they’re not the terrain itself, but they help leaders navigate it with more confidence and clarity.
2. The Power Is in the Moment
The most valuable use of a model isn’t in a workshop or a PowerPoint deck — it’s in the moment. It’s the mental model that allows you to think on your feet.
When a conversation turns tense, when a decision feels uncertain, or when a team dynamic starts to fray — a model gives you a framework to pause, reframe, and respond thoughtfully.
That’s the real value of a good framework: it helps leaders think on their feet.
Take feedback, for example. The SBI or SBIA models are useful not because they look neat on a slide, but because in the moment — when emotions rise and clarity fades — they offer a mental scaffold for how to proceed.
Models help us stay grounded in principles, not just personality. They create a kind of cognitive muscle memory that allows leaders to act with greater consistency and composure.
3. Models Are Circuit Breakers
Perhaps their greatest value lies here.
Leadership habits form quickly — often unconsciously — and they can be hard to unlearn. We all have default settings: some of us jump too quickly to solutions, others avoid conflict, some overanalyse while others rush decisions.
A good model acts as a circuit breaker. It interrupts our natural tendency to default to what’s familiar, creating just enough space for reflection and choice.
In that pause — between stimulus and response — theory becomes the bridge between instinct and insight.
Three Models I Keep Coming Back To
At Three Leadership, we use many models and frameworks across coaching, workshops, and leadership programs. But there are three I personally find myself returning to again and again. They reflect the recurring challenges leaders describe — and the practical mindsets that help them overcome them.
1. The ABC Model – Having Better Conversations
It might seem odd that we need a model for something as familiar as conversation — after all, we’ve been having them our whole lives. But just because we do them often doesn’t mean we do them well.
Common traps include:
Jumping to solutions too quickly
Failing to fully understand others’ perspectives
Closing meetings without clarity or commitment
The ABC Model provides a structured approach for more meaningful and productive conversations. It helps leaders slow down, build shared understanding, and move to action with clarity and confidence.
Here’s how it works:
Open – Start by sharing the purpose and importance of the conversation. Confirm mutual understanding before you proceed.
Align – Share your understanding of the situation and invite the other person to do the same. Identify reasons for the current situation, explore potential improvements, and surface barriers or concerns. Confirm shared understanding before moving forward.
Build – Brainstorm ideas and solutions collaboratively. Encourage input from others before sharing your own. Develop a plan, identify resources, and build commitment.
Commit – Agree on actions, responsibilities, and next steps. Define who will take ownership of each task.
Close – Summarize key points, actions, and timing. Express confidence in a positive outcome and confirm commitment.
This model works because it’s both structured and flexible — helping leaders bring intentionality to conversations without making them feel scripted. It transforms everyday discussions from transactional to truly developmental.
2. The Delegation Model – It’s Not All or Nothing
Delegation is often treated as binary: I either hold on or let go. But effective delegation is far more nuanced.
The Delegation Model considers two dimensions — capability and commitment — of the person you’re delegating to, in relation to a specific task.
By understanding where someone sits on that grid, you can tailor your approach — from more directive (“show and coach”) to more empowering (“delegate and trust”).
This model helps leaders avoid the extremes of micromanagement or abdication. It builds judgment around how much to let go and how best to support success.
3. The Three Horizons Model – Balancing Today and Tomorrow
Originally developed by McKinsey, the Three Horizons Model encourages leaders to think simultaneously across three timeframes:
Horizon 1: Delivering today’s priorities
Horizon 2: Building for tomorrow’s growth
Horizon 3: Anticipating what could shape the future
I use this in many contexts — not just strategy. It’s a powerful mental model for leaders balancing performance and transformation.
It invites conversations like: Where are we spending our time? Are we protecting Horizon 1 at the expense of Horizons 2 and 3?
In a world where leaders are expected to perform and transform, this framework helps make that dual challenge more manageable — and more intentional.
From Anchor to Propeller
So don’t see models as anchors that slow you down. See them as propellers — tools that help you move forward with greater clarity, confidence, and creativity.
They give structure to judgment, language to intuition, and space for reflection — all of which make leadership more deliberate, more human, and ultimately more effective.
And, as Lewin might remind us, that’s the most practical thing a leader can do.