10 Leaders Loop skills on research methods & evidence. Read each one, then prove it with a short Skill Check to build toward your Leaders Loop Credentials.
Two people can both say "the evidence shows" and mean wildly different things, one a controlled trial across ten thousand people, the other a story they heard at a conference. Knowing which is which is a leadership skill, not an academic one.
You don't need an ethics board to learn about your customers and your team. But the moment you collect data on real people, you've inherited the same three obligations that govern medical trials, and breaking them quietly is how good companies end up in the headlines.
Most leaders don't lack information about their market, they lack the questions that turn it into a decision. This is how to gather competitive intelligence that actually moves you.
Numbers tell you what is happening and how much; words tell you why. The skill isn't picking a side, it's knowing which question you're actually trying to answer, and when you need both.
Three questions sit underneath every number a leader is ever handed: are we measuring the right thing, would we get the same answer twice, and what is quietly tilting the result? Get those wrong and a confident chart can walk a whole company off a cliff.
The single question every experiment exists to answer: did your change cause the result, or did the result happen anyway? Here is how to tell, and which method to reach for when.
People don't buy a quarter-inch drill because they want a drill, they want a quarter-inch hole. Jobs-to-be-Done is the discipline of finding the hole before you fall in love with the drill.
The number on the dashboard is only as good as the people you asked and the way you asked them. Get the sample and the questions right, and a few hundred answers will outperform a flood of biased ones.
Three skills that turn a pile of half-agreeing, half-contradicting inputs into one decision you can actually defend, and the discipline to know which clashes to chase.
People are unreliable narrators of their own lives. Good interviewing and a little fieldwork close the gap between what they tell you and what they actually do, which is usually where the decision lives.
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