The 1-3-1 framework.

I listen. Then I ask: “Okay, what are you going to do about it?”

One problem · illustrative example

The project is slipping.

Reduce the scope

Keep the date; deliver less initially

Bring in help

Add cost and capacity

Move the date

Keep the scope; allow more time

3 options1 recommendation

My recommendation: reduce the first release.

Deliver the essential part on time, then schedule the rest. This option fits an example where the date matters and the extra features can wait.

My recommendation: bring in experienced help.

Add someone who can remove the bottleneck. This option fits an example where extra cost and coordination are justified by the deadline.

My recommendation: agree a later date.

Keep the full scope and make the new commitment explicit. This option fits an example where completeness matters more than the original date.

I like a useful coaching question. Someone comes to me with a problem, I listen, and then I put the question back to them: what are you going to do about it?

The 1-3-1 framework gives that conversation a structure. One problem. Three possible solutions. One recommendation.

I want to hear the thinking behind the recommendation. What options have you considered? What are the consequences? Which would you choose, and why?

That gives us something concrete to discuss and a next action someone can own.

What do you recommend, and what will you do next?

The project example is illustrative. The framework is one problem, three possible solutions and one recommendation.

Dan Martell explains the 1-3-1 rule