03-24-2026
In part one of this series, you were introduced to the Leadership Base Map. We referred to being in a workscape that can often feel like a jungle to navigate through. One minute you are processing a decision from above, the next you are setting expectations for a direct report. And so the day goes…
The base map outlined three roles leaders play: to lead, to manage and to coach. We put these alongside three functions expected of them: to orient, to perform and to evolve. This sets up a nine-box grid of highly interdependent factors to be effective. Interdependence where effectiveness in one area is likely to influence effectiveness in another.
To help, we are going to go one step further now, with some indicators to help differentiate how effective (or not) you may be within a given factor.
As we step into the map and learn more about this landscape, we will look at the role of leading. Let’s jump in.
When leading and looking across the functions to orient, perform and evolve, we see these performance factors:
The following table provides helpful indicators. Note it can’t possibly capture every indicator. But in my experience with leaders and teams, these are the most obvious signs that differentiate what needs attention from what is crushing it:
| Category | Discerning & Deciding To start moving |
Clarifying & Energizing To fuel movement |
Scanning & Probing To anticipate change |
|---|---|---|---|
| Could use attention if: | Your decisions are slow, unstable, or disconnected from higher level decisions or understanding. You lack an understanding of decisions above and around you. You often question the decisions of others. While redeciding can be valuable, the frequency makes it difficult to take a big step forward and create stability. You may also rely heavily on consensus. | You are not effectively communicating in a way people understand and support. People frequently ask “why” they should execute decisions. Decisions are often revisited. You use “they” when describing work, creating separation and an “us versus them” dynamic. | Attention is focused internally rather than externally. You may become a receiver of change instead of driving it. Strategic and tactical awareness is limited, which affects agility despite stability. |
| You are doing well if: | You make decisions using evidence, data, reasoning, and principles rather than emotion. You understand decisions made above you and translate them into clear next steps. You know when to seek consensus and when to take ownership, enabling stability and progress. | Decisions are clearly understood and effectively communicated. You create clarity even in uncertainty and help others understand their role. People feel empowered and energized to act and move work forward. | You stay close to the work while observing broader patterns and changes. You understand when current approaches may no longer be effective. You maintain stability while allowing flexibility and continuously adapt through small, meaningful changes. |
If you find yourself in the workscape jungle needing to be more effective as a leader, here are three things I have seen that make a difference:
Note: Zooming in to scan and probe is the most common gap I see in leaders. The focus on executing today’s work with today’s tactics falls apart when they both clash with tomorrow’s reality and expectations. Ultimately if your execution excellence surpasses the relevance of your tactics, you have become great at doing the wrong thing.
Want some simple reflection questions? After reflection, discuss these with a coach or with your team:
In the next installment, we will dive into the role of managing.
Keith Risinger is the executive director of leadership development at Eli Lilly and Company. Throughout his 26-year tenure, Risinger has had the opportunity to shape the leadership landscape within the organization. His experience is concentrated in and spans coaching, teaching and advising teams to be more effective at work. In his role, Risinger works closely with teams across Lilly, providing guidance and support to help them navigate the complexities of teaming and leadership aligning everyday effort to enduring value. When he's not working, you can often find him on the cranking end of a fishing rod, enjoying the tranquility and challenge of the sport.
