The 1-3-1 Rule
Define one problem, develop three options, and recommend one action
- Difficulty
- Easy
- Time to result
- ~days to results
- Steps
- 6
- Confidence
- 99%
The 1-3-1 Rule structures every nontrivial problem as one defined problem, three researched options, and one recommendation. The problem owner first clarifies what is actually wrong and identifies a baseline or metric that will show whether conditions improve. They then generate three distinct responses rather than presenting the first available idea. Comparing the options should include cost, timing, fit with the company’s current size, and whether each response fixes only the immediate incident or prevents future recurrence. Finally, the problem owner recommends one option and explains the trade-offs. The leader coaches the reasoning and usually approves the recommendation. Repetition transfers judgment to the team, reduces upward escalation, and removes the entrepreneur as the bottleneck. Solo founders can use the same structure to challenge their own automatic decisions.
Origin
Extracted from The Jasmine Star Show
Core principles
- 01A problem must be defined before it can be solved
- 02A measurable baseline clarifies whether a solution works
- 03Considering three options prevents reflexive decisions
- 04The problem owner should recommend an action
- 05Leaders should push decisions toward the people closest to the work
How to run it
- 1
Define one problem
State the underlying business problem in one clear sentence rather than describing only the visible incident.
Pro tip Ask “What problem are we trying to solve?” until the answer identifies a controllable condition.
Watch out Do not bundle several unrelated problems into one decision.
- 2
Establish the baseline
Choose the measurement that describes the current state and will show whether the problem improves.
Pro tip Use an existing business metric when possible.
Watch out Without a baseline, the team may mistake activity for improvement.
- 3
Develop three options
Research three genuinely different responses, including their costs, risks, timing, and likely effects.
Pro tip Include at least one option that addresses the system behind the immediate event.
Watch out Do not disguise minor variations of the same idea as three options.
- 4
Recommend one
Select the option that best fits the company’s current priorities, resources, and stage, then explain why.
Pro tip State why the rejected options are weaker in the present context.
Watch out Do not push the final judgment back to the leader without a recommendation.
- 5
Coach and authorize
The leader questions the reasoning, adds missing context, and lets the problem owner execute when the recommendation is sound.
Pro tip Approve good reasoning even when you might have chosen a slightly different option.
Watch out Overriding every recommendation preserves the bottleneck.
- 6
Review the result
Compare the outcome with the baseline and capture any lesson that should become a process or standard.
Pro tip Turn repeated successful decisions into documented procedures.
Watch out Do not close the issue without checking whether the underlying problem changed.
In the wild
When a customer wants to cancel, the team defines the problem as customer happiness and considers three options: issue a refund, conduct an exit interview, or add an earlier feedback point to the client journey. The team recommends the third because it can prevent future cancellations rather than only resolve the current case.
→ The decision addresses a systemic weakness while teaching the employee to compare short-term and long-term effects.
Common mistakes
Solving the symptom
Describing an unhappy customer or missed deadline does not identify the business condition that produced it.
Bringing only one idea
The first plausible solution may ignore alternatives that are cheaper, faster, or more systemic.
Leader chooses every time
If the leader repeatedly takes the decision back, the team never develops judgment and the bottleneck remains.
Is it for you?
Best for
It is best for founders, managers, contractors, assistants, and individuals who need a repeatable way to structure decisions.
Not ideal for
It is not ideal for immediate safety incidents or routine decisions that already have a clear approved procedure.
From the transcript
“The 131 rule is still a good process to follow, and most entrepreneurs are actually doing it subconsciously.”
“I first ask myself, what problem am I trying to solve?”
“And then what I always ask people is to come with one recommendation out of those three.”
From the episode
How to Push Past Your Revenue Ceiling with Dan Martell
Dan Martell