Leadership and Development Thoughts

This section relates to ideas, models, theories and principles developed by John Smart in the course of his extensive Leadership and Personal Development journey.

“The Bridge Between Chaos and Clarity: The Power of the PONS Model©”


By John Smart, originator of the PONS Model©  for problem solving, decision-making, agile analysis. (Sep 2014)


In the middle of a high-stakes project meeting, a team leader sighs and says, “We’re going in circles. What exactly is the problem?”

Sound familiar?

 

This moment of confusion is the birthplace of the PONS Model©—a method created to bring rapid clarity, alignment, and decision-making in the face of complexity. Born from experience and honed through necessity, the PONS Model is not just a decision-making tool—it’s a thinking framework. It takes you from problem to solution in four disciplined, intelligent steps:

 

The PONS Model© Defined:

 

  • P – Problem
    Define and understand the core problem clearly. What’s happening? What kind of problem is it (complex, linear, lateral)?
  • O – Objective
    Identify the measurable outcome you want. Is it about cost, time, quality, safety, or another performance factor?
  • N – Need
    Distinguish the actual need from surface-level wants or demands. What must be fulfilled—not just desired?
  • S – Solution
    Choose the best solution based on the problem, objective, and need. What action will truly solve the issue?

 

Applying the PONS Model© (Template)

 

Use this practical template in team meetings, coaching, or decision-making sessions.

 

PONS Model© Thinking Sheet

 

  • Problem:
    What exactly is happening?
    → (e.g., Our client onboarding process is too slow and losing leads.)
  • Objective:
    What result must we achieve?
    → (e.g., Reduce onboarding time from 10 days to 3 days without compromising quality.)
  • Need:
    What is essential to address?
    → (e.g., We need a simpler, automated intake system—not just more staff.)
  • Solution:
    What will meet the objective by satisfying the real need?
    → (e.g., Implement a digital onboarding tool integrated with our CRM and provide brief training for key users.)

 

Real-Life Example: From Stalled Project to Success

 

Scenario:  A construction company faced constant delays on a new residential development. Meetings had become blame games, and no clear direction emerged.

Instead of jumping into another round of fixes, the leader used the

 

PONS Model in Practice.

 

  • Problem: Projects are consistently delayed due to late material delivery and unclear handovers between teams.
  • Objective: Complete all future builds within the 12-week scheduled window.
  • Need: We need tighter supply chain coordination and a visual project tracking system.
  • Solution: Implement a digital project dashboard with supplier timelines and assign a liaison for weekly tracking.
  • Outcome: Not only did the project meet the 12-week goal—it came in under budget. The team now uses PONS for every project start.

 

Why PONS Model Works: The Psychology Behind the Method

 

  • Clarity Over Chaos: Humans often react emotionally to problems. PONS calms the noise.
  • Alignment:  Teams often have different assumptions. PONS makes priorities visible and shared.
  • Focus on Need, not Want: This stops resource waste and keeps people honest.
  • Solution-Oriented:  No endless loops—PONS ends in action.


Bonus Template: Team Workshop Version

 

Use this for group problem-solving or leadership training:


Instructions:

 

  • Split into groups.
  • Assign one shared challenge.
  • Complete each PONS stage on a flipchart or board.

 

Example Group Prompt

“Customer satisfaction scores have dropped. Use the PONS model to diagnose and design a fix.”

 

This exercise often reveals:

 

  • Vague assumptions about the problem
  • Conflicting goals
  • Misunderstood needs
  • Overcomplicated or misaligned solutions

 

Conclusion: The Discipline of Simplicity

 

The true genius of the PONS Model© lies in its simplicity. It transforms reactive firefighting into strategic problem-solving. It empowers every individual—from frontline staff to C-suite leaders—to stop, think, and act with purpose.

 

So next time you're faced with a messy problem, don't panic. Pause.

And walk through the PONS Model© — from chaos to clarity.

The VED Principle of Leadership©: Vision, Engagement, Delivery


By John Smart, originator of the VED Principle of Leadership© (Oct 2015)


Introduction


Leadership is not a title—it’s a journey. A journey guided by three essential pillars that form the bedrock of sustainable, successful leadership: Vision, Engagement, and Delivery.


These three interconnected elements make up what I call the VED Principle of Leadership. Whether you're leading a team of five or an enterprise of five thousand, this principle is a practical, profound way to ensure you are not just managing but leading with purpose.


Understanding the VED Principle©


Let’s explore the thought process behind each component of VED:


V = Vision

 

“Leadership begins with seeing what others cannot yet see.”


A leader must first see what could be. Vision is about direction, clarity, and ambition. Without it, your team is directionless—efficient perhaps, but aimless. Vision answers the question:

 

“Where are we going and why does it matter?”

 

Thought Process Questions for Vision:


  • What is the purpose behind this project/team/organisation?
  • What does long-term success look like?
  • How does this vision align with our values and mission?

 

Real-World Example:

Elon Musk’s leadership at SpaceX is driven by a singular vision: “Making life multi-planetary.” This audacious goal has not only inspired innovation but galvanized some of the best minds in aerospace to join the cause.


E = Engagement

 

“It’s not enough to see the path—you must bring others with you.”


Engagement is how leaders influence, involve, and inspire people. It's about turning a vision into a shared purpose. Engagement is not manipulation—it's about authentic influence, empathy, and trust-building.

 

Thought Process Questions for Engagement:


  • How can I connect this vision to individual motivations?
  • Am I creating space for feedback, ownership, and contribution?
  • Do people feel valued, heard, and involved?

 

Real-World Example:


Jacinda Ardern, former Prime Minister of New Zealand, demonstrated powerful engagement during the COVID-19 pandemic—communicating transparently and empathetically, creating a sense of unity and shared responsibility across the nation.


D = Delivery

 

“A vision without execution is hallucination.” – Thomas Edison


Delivery is about getting things done, with precision and purpose. It turns ideas into outcomes. Leaders must instill accountability, remove obstacles, and create systems that ensure promises become progress.

 

Thought Process Questions for Delivery:


  • What’s the roadmap from idea to execution?
  • What resources or support does the team need?
  • How do we measure progress and celebrate milestones?

 

Real-World Example:


Tim Cook’s leadership at Apple has excelled at delivery—transforming innovative vision into consistent product excellence, operational efficiency, and record-setting results.


The VED Flow in Action


Great leaders move fluidly between these three areas:


1.  Start with a clear, compelling vision.

2.  Translate it into a shared team purpose through engagement.

3.  Ensure consistent, quality delivery through structured follow-through.


Templates for Using the VED Principle

 

Use these templates in leadership meetings, coaching conversations, or strategic planning:


VED Leadership Planning Template

 

  • Vision: What are we trying to achieve long-term? Why? [Clarify outcomes, set strategic direction]
  • Engagement Who needs to be involved and inspired? How? [Align team purpose, communicate clearly]
  • Delivery What must be done, by when, and by whom? [Create tasks, timelines, and accountability]

 

Team Engagement VED Check-In

 

Use this as a pulse-check with your team:


  • Vision: "Does everyone understand the big picture and where we’re going?"
  • Engagement: "Do you feel your work connects to the overall goal?"
  • Delivery: "Do we have the tools and clarity to deliver consistently?"


 

Final Thought


The VED Principle of Leadership offers a simple yet transformative lens through which to evaluate your leadership. It aligns purpose (Vision), people (Engagement), and performance (Delivery). When you lead with all three, you create not just results—but meaning, loyalty, and legacy.

 

Remember:


  • Vision sets the destination.
  • Engagement fuels the journey.
  • Delivery gets you there.


‘L.E.A.R.N. When You F.A.I.L.’ ©: Turning Failure into Your Greatest Leadership Advantage


By John Smart, originator of the ‘L.E.A.R.N. when you F.A.I.L.’ © Principle (June 2018)


Introduction

 

Failure. A word that many fear, yet one that every successful leader, innovator, and change-maker has encountered time and again. The truth? Failure is not the opposite of success—it's part of it. That’s why I created the ‘L.E.A.R.N. when you F.A.I.L.’ principle: a powerful model that reframes the well-known acronym of failure from the First Attempt In Learning, and provides a structured way to reflect, adapt, and grow.


This framework transforms mistakes into momentum—and it’s just as effective for executive leaders as it is for frontline teams, students, and entrepreneurs.


F.A.I.L. = First Attempt In Learning

 

Before we learn, we must accept that failure is natural—and often essential. In the education/coaching world there is a known powerful acronym around the word F.A.I.L. – which stands for:


  • First
  • Attempt
  • In
  • Learning


This reframes the idea of failure from something shameful into something powerful—a launchpad for learning.


However, we need to learn from our failures or when we fail, and so I created an additional acronym to help balance and support F.A.I.L.


The L.E.A.R.N. Process: Thought Before Action


After a failure or setback, leaders often jump straight into fixing things. The L.E.A.R.N. model says: pause and process before acting.

Here’s how it works:


  • L = Look at the situation
  • “What exactly went wrong?”
    Be honest, not emotional. Observe facts before feelings. What were the events, triggers, or missteps that led to the failure?


  • E = Evaluate the options that were made/chosen
  • “What choices did we make—and why?”
    Assess the decisions that contributed to the outcome. Were there assumptions? Missing data? Overconfidence? Misalignment?


  • A = Analyse the options and situation for improvement
  • “What could have been done differently?”
    This is the root-cause phase. Identify what you now know that you didn’t before. Explore alternatives that may have yielded a better result.


  • R = Review your new option(s)
  • “What’s the better path forward?”
    Don’t just dwell—develop. Consider updated strategies and potential next steps. How will you course-correct or innovate?


  • N = Nurture the new option(s)/way
  • “How will you embed the learning?”
    Turn insight into action. Share lessons. Update practices. Encourage a growth mindset in your team. Learning must be applied to stick.


Real-World Examples of L.E.A.R.N. when You F.A.I.L.

 

Example 1: The Dyson Vacuum

James Dyson created 5,126 prototypes that didn’t work before launching the world’s first bagless vacuum.
He looked, evaluated, analysed, reviewed, and nurtured every mistake—until success arrived.


Example 2: A Healthcare Team’s Missed Diagnosis

A medical team failed to diagnose a condition early due to assumptions based on a patient’s age.
 

Using L.E.A.R.N., they:


  • Looked at the timeline and biases.
  • Evaluated their assumptions and information gathering.
  • Analysed new diagnostic protocols.
  • Reviewed their improved triage steps.
  • Nurtured a new learning program across the department.


Templates for Using L.E.A.R.N. when You F.A.I.L.

 

These tools bring the model to life in coaching sessions, team reviews, or self-reflection.


Personal Reflection Template

 

Failure / Setback Experienced:
Q: What went wrong? Describe the situation.

 

  • L – Look:
    What were the key facts and events?
  • E – Evaluate:
    What decisions or actions contributed to the outcome?
  • A – Analyse:
    What could you or the team have done differently?
  • R – Review:
    What are the new options or approaches?
  • N – Nurture:
    What lessons will you embed in future behaviours or systems?

 

Team Learning Review Template


  • Look What happened? What was the result?
  • Evaluate What choices or processes led here?
  • Analyse What assumptions or gaps were present?
  • Review What alternative strategies can we use?
  • Nurture How do we ensure this learning improves future results?


Coach’s Quickfire Prompt Card

 

Use these in mentoring or coaching sessions:


  • “Let’s look at what actually happened—no blame, just facts.”
  • “Can we evaluate the thinking behind your choices?”
  • “What can we analyse here for improvement?”
  • “How would you review that approach now?”
  • “How will you nurture this learning into your next step?”


Final Thought

 

The most resilient leaders are not the ones who never fail—but the ones who learn forward. The L.E.A.R.N. when you F.A.I.L. principle is your roadmap to turn setbacks into stepping stones, and mistakes into mastery.

 

“Failure is a bruise, not a tattoo. Let it teach you, not define you.” – John Smart


So next time something doesn’t go to plan, remember:

 

F.A.I.L. is just your First Attempt In Learning.

 

Now L.E.A.R.N. from it.

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