From Why → How: 6 Frameworks That Turn Vision Into Execution
The missing link between big ideas and real outcomes.
If you’ve ever sat in a leadership meeting, you’ve probably seen two extremes.
On one side, the visionary leaders who talk about the big picture but never seem to connect it to what the team does tomorrow.
On the other, the execution-driven managers who obsess about deadlines and numbers but forget why the work matters in the first place.
Both approaches fall short.
As the saying goes:
Vision without execution is just a daydream. Execution without vision is a nightmare.
The best leaders know how to build a bridge from Why → What → How.
In this post, I’ll share 6 powerful, tried-and-tested frameworks that help you connect vision to execution, plus one “uber-framework” I personally use to make sure they don’t just stay on paper.
WHY (Vision & Meaning)
1. The Golden Circle (Simon Sinek)
Simon Sinek’s Golden Circle framework has become one of the most influential leadership ideas of the last two decades.
It’s deceptively simple: most organizations explain what they do, some explain how they do it, but few explain WHY they exist.
When Apple markets its products, it doesn’t start with “we make computers.” It starts with “we challenge the status quo and think differently.” That’s the why.
As a leader, you can use the Golden Circle to reframe not just your company’s purpose, but also your team’s.
👉🏼 Ask yourself: Why do we exist? Why does this project matter? Once you clarify that, the “what” and “how” flow more naturally.
🛠️ Learn the framework: The Golden Circle: Use This Simple 3-Step Framework To Lead With Purpose
📝 Apply the framework: The Golden Circle Worksheet
2. Ikigai (Japanese Purpose Model)
If the Golden Circle works at the organizational level, Ikigai helps at the personal and leadership level.
Ikigai is a Japanese concept that means “reason for being.” The model shows purpose at the intersection of four things:
What you love
What you’re good at
What the world needs
What you can be paid for
For leaders, Ikigai is a great reflection tool. When you and your team are working in the zone of Ikigai, your motivation is likely to go up.
A 2020 McKinsey study found that employees who say they live their purpose at work are five times more likely to be engaged and twice as likely to stay with their company.
👉🏼 Ask yourself: Is what we’re working on currently at the intersection of those four questions? If not, what can we do to move there?
🛠️ Learn the framework: Ikigai: The Secret to Leading with Purpose and Fulfillment
📝 Apply the framework: Ikigai Worksheet
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WHAT (Goals & Metrics)
3. BHAG (Big Hairy Audacious Goal)
Jim Collins introduced the idea of BHAGs in his book Built to Last.
BHAGs are bold, long-term goals. They are so ambitious that they feel almost impossible, yet specific enough to rally an organization.
Think of NASA’s 1961 BHAG: “Put a man on the moon and return him safely to Earth before the decade is out.”
The power of a BHAG is not just the destination, but the energy it creates. People are willing to go above and beyond when they’re part of something audacious.
👉🏼 Ask yourself: Are our goals ambitious enough to stretch us, while still being achievable?
🛠️ Learn the framework: Big, Hairy, Audacious Goals (BHAGs): How Successful Leaders Drive Innovation
📝 Apply the framework: BHAG Worksheet
4. OKRs (Objectives and Key Results)
If BHAGs are the inspiring long-term north star, OKRs are the short-term compass.
Popularized by Andy Grove at Intel and later by Google, OKRs help organizations set ambitious objectives and measurable key results.
The formula is simple:
Where do we need to go? → That’s your Objective.
How do we know we’re getting there? → Those are your Key Results.
What will we do to get there? → These are your Initiatives.
Google attributes much of its ability to scale to OKRs. In fact, John Doerr, who introduced OKRs to Google, called them “the secret sauce to 10x growth.”
Together, BHAGs and OKRs balance inspiration and execution. One stretches your imagination, the other grounds it in accountability.
👉🏼 Ask yourself: Do we know where we want to go, how we will know we’re getting there, and what we need to do to get there?
🛠️ Learn the framework: OKRs: How to Turn Big Ideas into Real Outcomes
📝 Apply the framework: OKR Model Worksheet
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HOW (Strategy & Execution)
5. McKinsey’s Three Horizons Model
Leaders often face a dilemma: how do you deliver results today while preparing for tomorrow?
The Three Horizons framework helps balance the tension between short-term performance and long-term innovation.
Horizon 1: Core business — what pays the bills today.
Horizon 2: Emerging bets — scaling opportunities.
Horizon 3: Future bets — experimental ideas that may not pay off for years.
Most leaders overinvest in Horizon 1 and underinvest in Horizons 2 and 3. But research from McKinsey shows companies that consistently invest in all three horizons outperform their peers in long-term shareholder returns.
👉🏼 Ask yourself: Are we strategically investing across the horizons? Is what we’re doing today helping us with where we want to be tomorrow?
🛠️ Learn the framework: Three Horizons Model: How to Manage the Tension Between Short-term Results and Long-term Goals
📝 Apply the framework: Three Horizons Model Worksheet
6. Pareto Principle (80/20 Rule)
Italian economist Vilfredo Pareto observed that 80% of the land in Italy was owned by 20% of the people.
Since then, the Pareto Principle (often called the 80/20 rule) has been applied to almost every area of life and business. For example:
20% of customers drive 80% of revenue
20% of tasks produce 80% of results.
and so on…
For leaders, the Pareto Principle is a focusing tool. Instead of trying to do everything, identify the 20% of activities that drive the majority of outcomes, and double down on those.
👉🏼 Ask yourself: Where is the leverage? Are we investing in what matters most?
🛠️ Learn the framework: The Pareto Principle: The Secret to High-Impact Leadership
📝 Apply the framework: The Pareto Principle Worksheet
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The Uber-Framework
Mind-boxing (Gaurav Jain)
Frameworks are useless if you don’t make time for them. That’s where Mind-boxing comes in. Mind-boxing is a system I developed that helps leaders decide not just what to focus on, but how to intentionally allocate their most scarce resource: time.
Mind-boxing divides a leader’s responsibilities into six boxes, formed by the intersection of:
The 3 verticals (3 Ps): People, Process, and Product
The 2 layers: Strategy and Tactics
This creates a grid of six categories, from People-Strategy (e.g., talent planning) to Product-Tactics (e.g., execution and releases).
Your job as a leader is to decide how much of your time each box deserves. For example, a CEO may allocate 70% to strategy and 30% to tactics, while a frontline manager might do the reverse. What matters is that your calendar matches your priorities.
👉🏼 Ask yourself: Am I intentional about how I spend my time across the six boxes? Am I scheduling my priorities (and not the other way around)?
🛠️ Learn the framework: Mind Boxing: How Leaders (Should) Spend Their Time
📝 Apply the framework: Mind Boxing Worksheet
Final Takeaway
Great leadership is about balance:
Why gives you purpose.
What gives you direction.
How gives you momentum.
Use the frameworks discussed in this post to streamline how you lead, and turn your vision into real outcomes that matter.
👉🏼 Question for you: Which of these frameworks do you already use? And which one will you “box” time for this week?
Recommended Resources
🛠️ The Golden Circle: Use This Simple 3-Step Framework To Lead With Purpose
🛠️ Ikigai: The Secret to Leading with Purpose and Fulfillment
🛠️ Big, Hairy, Audacious Goals (BHAGs): How Successful Leaders Drive Innovation
🛠️ OKRs: How to Turn Big Ideas into Real Outcomes
🛠️ Three Horizons Model: How to Manage the Tension Between Short-term Results and Long-term Goals
🛠️ The Pareto Principle: The Secret to High-Impact Leadership
🛠️ Mind Boxing: How Leaders (Should) Spend Their Time
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Love The Golden Circle. Found Ikigai overly complex and difficult to implement.
The Ikigai model is incorrect. Do your research. Find Japanese references. It is much simpler.