The most powerful skill isn't coding, selling, or even leadership—it's getting people to do what you want.

Master this, and you unlock access to every skill that exists in other people. But we've all been there: you ask someone to do something, and it doesn't happen.

Why? There's this crazy framework that solves this problem forever.

Here's how it works: Imagine you ask Kyle to prepare a report by Monday. Monday comes—no report. Rather than immediately assuming Kyle is lazy or incompetent, walk through these five questions:

1. Did they know you wanted them to do it? Often, people don't realize a conversation was actually a request.

The solution? Write it down. If it isn't written, it didn't happen. Always memorialize requests in writing so there's no confusion.

2. Did they know what you wanted them to do? Clarity is high-leverage work. Define what you're asking for in terms of specific behaviors or outcomes.

Don't say "be less creepy"—explain exactly what behaviors need to change. This is why prompt engineering is such a valuable skill today—most people communicate terribly.

3. Did they know how to do it? Training isn't optional—it's essential. Break skills down into their component parts. If someone can't format a report, maybe they know 8 of the 9 steps but are missing just one.

Document processes, demonstrate them yourself, then have them duplicate the process in front of you.

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4. Did they know when you wanted it done by? Deadlines matter, but push further. Ask: "How long will this actually take to complete?"

Then ask what else they're working on. This helps you prioritize work and understand their workload. Organizations that default to "end of day" move 7 times faster than those that default to "end of week."

5. Was something blocking them from doing it? Only after exploring the first four questions should you consider obstacles.

Were there legitimate circumstances preventing completion, or is this really about motivation?

The beauty of this framework is that it puts you on the same side of the table as your employee, attacking the problem together rather than attacking them.

Next time someone fails to deliver, resist the urge to assume the worst. Instead, walk through these five questions.

You'll not only get better results—you'll build a team of stars who consistently execute at the highest level.