Want to speed up decision-making and drive change that lasts? Try logical levels.

When I sit down with a business owner or leader for the first time, I often run them through a simple model that is loosely based on “logical levels”, which is a useful way of illustrating how beliefs, identity, and purpose shape what they do.

The process involves me stepping them through a series of contextual questions, starting with something concrete (see, hear or touch) and ending at the most existential of places – the meaning of life. As we move up each level, the level above helps make sense of the level below. So that is what I mean when I say contextual.

I then take a moment to reassure the leader that I am not there to uncover their own answer to life, existence and everything (although that sometimes come later) but to demonstrate how clarity across six things speeds up decision making and creates congruence in life, work and business.  

When we shift focus to the business, I ask the question: What is the highest meaning making thing for your business? Typically, although not always, the first answers are usually results in the form of profit, market share or shareholder return. However, with a little thoughtful probing (shifting contexts), we land on Purpose - the answer to why this business exists. From there we move down to define the six elements, or logical levels for the business or team:

Purpose → Values → Vision → Strategy → Structure → Execution.

How this helps decision making and change

Let me use some examples: A team that is overwhelmed with priority work often has no clarity over what work to stop; execution stalls, reliability suffers, and team morale drops. A business that is trying to mitigate “strategic risk” takes a reactive and arm’s-length approach to stakeholder engagement fails to see the compounding headwinds about to dramatically shift their industry. In both cases, indecision, reactiveness and resistance to change often emerge because thinking has become stuck at the level where the problem appears.

Under pressure to “take action”, we default to solving executional problems at Execution, structural issues at Structure, and answering strategic questions at Strategy – and stay stuck. As Einstein said, “We cannot solve our problems with the same thinking we used when we created them.”

A quick analogy

Think of someone trying to lose weight or get fit. Usually, they start by doing more exercise (Execution), trying a new routine and implementing a new diet (Structure), maybe hiring a personal trainer (Strategy) and setting a goal to get in shape or fit into that new pair of jeans (Vision).

Initially, thanks to early results, staying the course is easy. However as results slow, muscles get sore and the monotony of the diet and routine builds – habits slip. Before long they find themselves slipping back into old routines and activities and the vision they had for themselves fades away.

Why does this happen? Most often it’s because they haven’t anchored their choices in Values (what behaviours matter when the going gets tough) or Purpose (why does this matter and how will it impact the quality of my life).  Having clear answers to these questions, are what grounds and fuels the rest, helping the person on the fitness journey stay the course.

Back to business

Notice where you are getting stuck. Rather than attacking the problem at the level it shows up, move up until you have clarity from Purpose all the way down to Execution.

Looking for a shortcut? Start with Purpose, Values and Vision. Used well, these three elements are the only decision-making tools you need to drive change that lasts.

By no means am I saying this is a quick fix. It takes work, real work. But when you take the time to clarify your Purpose, Values and Vision everything below flows. It’s not about doing more — it’s about thinking higher. When your decisions are anchored in these three, clarity, speed and lasting change follow.

Try this today: Pick one decision. Write one sentence for each level (Purpose → Execution). Where it gets fuzzy is where you need to work.

Closing prompt for engagement:

Where do you notice your team getting stuck—Execution, Structure or Strategy—and what changes when you move the conversation up a level?