You understand a leader must deliver results. You lead a team and want a step-by-step guide to the 6 tools needed to ensure your team delivers.

What if you had one journal that guided you step-by-step through each of the 6 tools with visual examples? Now you do. The Leadership Journal is the companion guide to our popular books Succeeding as a Management Consultant, Strategy Part 1 & 2, The Operations Management Journal, The Investment Journal, and The Strategy Journal, an Amazon bestseller.

This journal helps readers walk into any situation in any organization anywhere in the world and understand how to lead a team to results via to-do list prompts and guided examples. All based on the combined best-practices of the author and the ex-McKinsey, BCG, et al. partners who produce all the strategy training programs on StrategyTraining.com.

On StrategyTraining.com/FIRMSconsulting.com, you have seen us over the last 10 years, help numerous clients solve complex business problems: postal turnaround, merge tech giants, wellness strategy, operations turnaround, wealth management strategies, help a bank enter the US Market, launch several startups, etc.

Let’s take the examples of Richard, who is building an electric automotive business in China with funding from the Chinese government, and Peter, who is developing a precious metals project in South East Asia to diversify the family luxury hotels business. FIRMSconsulting Insiders can watch the videos on how we are developing these businesses on StrategyTraining.com and Strategy Training apps.

In every meeting with Peter, Richard, and with the other engagements on StrategyTraining.com, we use six tools to purposefully drive the projects along a critical path of activities to their overall goals. This book guides you those six tools and how to use them.

As the leader of these engagements, we are measured by our ability to successfully complete the overall tasks. We do this in two ways.

First, we use these six tools in the meetings with the most senior members of the project team.

Second, while we use the tools, we are meticulous about ensuring that attendees understand the six tools and use them with their direct reports.

After all, the success of the initiative is not just dependent on the meetings we lead to drive the initiative forward. There are many more meetings that must happen that we cannot possibly attend and should not attend. This is a cascading process. We need to push these skills down into the team working on the initiative. Over time, everyone working on the initiative, even team members we will never meet or directly train, will use this process.

This is a consistent process in every initiative you will follow on StrategyTraining.com and FIRMSconsulting.com, from overhauling an aluminum facility to restructuring a port to optimizing the salesforce for a beverage company.

If you drill down to the meetings we run in the engagements, you will find we run few meetings but manage them tightly using this process. We never deviate from these tools, though we may sometimes adapt them or adjust them. We will stop meetings that don’t use the tools. They are tried, tested and proven as evidenced by all the programs you have seen us lead, and the ex-McKinsey, BCG et al. partners who produce all our content.

Running your meetings this way and teaching your direct reports to manage their direct reports with this approach, will help you become a better leader because you will help your teams achieve great results. Great leaders always achieve great results.