Edward de Bono developed the Six Thinking Hats, a tool for examining problems and situations from different perspectives or mindsets. This is helpful when solving a problem with people with other or even adversarial views on addressing the issue.

​Each hat has a different colour and represents a perspective. Here is an overview of the hats with some typical questions:
White Hat: Information, facts, and objectivity
- What information do we have?
- What information do we need? 
Red Hat: Emotions and intuition
- How do you feel about this topic, situation or idea?
- What are our intuitions, and how valid are they?

Black Hat: Cautions and risks, being careful and critical
- What are the risks for this situation or idea?
- What future can we expect if we pursue this path?
Yellow Hat: Positive, benefits, constructive, and optimism
- What are the benefits of this situation or idea?
- What is the best possible scenario?
Green Hat: Ideas and creative thinking
- What new ideas or approaches can we try?
- If we would have a magic wand, what would we do?
Blue Hat: Managing the process and organizing the thinking
- What problem are we trying to solve?
- What questions do we need to ask?

Whereas the Western thinking model is based on confrontation, the six thinking hats are based on parallel thinking. This encourages everybody to take the same viewpoint at the same time while walking through different views. 

Using the six hats method is like role-playing. Everyone in the group wears the same hat at the same time in a pre-determined sequence. The facilitator’s essential role is to ensure that everyone stays in his or her role.

The tool can be applied independently to structure your thinking or with a group of people as a framework for brainstorming. This is how you can use the six thinking hats:
Step 1: Define the topic, problem, or issue you want to work on and determine a sequence of hats you want to use. During step 1, you are already wearing the Blue hat.
Step 2: Apply the sequence of hats you decided upon to the topic, problem, or issue.
Step 3: End the process with a Blue hat, listing the outcomes, actions and next steps.

Here are some extra tips on the sequence and use of hats:
- You use the hats in sequence, one after another. In a group, everyone wears the same hat at the same time.
- DON’T let people each wear a different hat simultaneously. Doing so would push you back into a confrontational mode, which is precisely what this technique wants to avoid.
- You are free to choose the sequence of hats however you like.
- A hat can be used as often as you like.
- You can also use a single hat to focus your thinking.
- Blue hats should be used at the beginning and end of each meeting.  
- It helps to use a facilitator in your session, who can then keep the selected sequence on track.
- Sometimes, it can be interesting to interrupt the session to re-examine the process. Maybe you want to change the sequence or spot a problem with it. The facilitator can call in a Blue hat at any moment to re-assess.
- It is recommended that you wear a Yellow hat before wearing a Black one. If there are no benefits, the cautions or risks are not worth considering.
- Red hats can be used early in the session to allow participants to express and acknowledge their emotions.  You can also use them towards the end to acknowledge feelings about specific ideas or solutions.
- A White hat can be used at the beginning of a session to gather the facts around a problem and establish which facts are missing. It can also be used at the end of a session to verify whether the proposed solution still matches the facts.
- The Green hat can also be used after the Black hat to generate ideas about overcoming the cautions and hurdles you found.

An example of a brainstorming sequence could be Blue, Red, White, Green, Yellow, Black, and Blue.

Reference
de Bono, E. (1985) Six Thinking Hats, Little, Brown and Company

The sequence "Do, Defer, Delete, Delegate", also called the 4D strategy, is a common time management strategy that is used to prioritize and organize tasks. The idea behind this strategy is to help people decide which tasks to tackle first, and which tasks can be postponed, eliminated, or delegated to others. Here is a brief explanation of each step in the sequence:

1. Do: This step involves identifying the tasks that are most important and urgent, and tackling them first. These are the tasks that need to be done right away, and that cannot be postponed or delegated to others.
2. Defer: This step involves postponing tasks that are less urgent or important. These tasks can be put off until later, either because they are not as pressing or because they can be done more efficiently at a different time.
3. Delete: This step involves eliminating tasks that are not essential or that do not add value. These tasks might be unnecessary, redundant, or low-priority, and they can be removed from your to-do list without causing any problems.
4. Delegate: This step involves assigning tasks to other people who can handle them more effectively or efficiently. This can be helpful if you are overwhelmed with work, or if you are not the best person to handle a particular task.

 
Overall, the "Do, Defer, Delete, Delegate" sequence can be a useful tool for prioritizing and organizing your tasks, and for making the most of your time. By following these steps, you can ensure that you are tackling the most important tasks first, and that you are not wasting time on tasks that do not add value.

The Pomodoro Technique is a time management method that involves breaking work into short, focused intervals, separated by short breaks. This technique is based on the idea that frequent breaks can help to improve concentration and productivity. The Pomodoro Technique is important because it can help people to stay focused and avoid getting distracted by unrelated tasks or interruptions. By working in short, focused intervals, people can avoid getting bogged down in tasks that might otherwise take up too much time. Additionally, the frequent breaks built into the Pomodoro Technique can help to reduce fatigue and improve mental clarity, which can make it easier to maintain focus and avoid burnout. Overall, the Pomodoro Technique can be a valuable tool for improving productivity, time management, and work-life balance.
 
The Pomodoro Technique is a time management method that was developed by Francesco Cirillo in the 1980s. It is based on the idea that frequent breaks can help to improve concentration and productivity. The Pomodoro Technique involves working in short, focused intervals, separated by short breaks. These intervals are called "pomodoros," and they typically last for 25 minutes, followed by a 5-minute break. After four pomodoros, a longer break of 15-30 minutes is taken.
 
To use the Pomodoro Technique, you can follow these steps:

1. Identify the task that you want to work on.
2. Set a timer for 25 minutes, and work on the task until the timer goes off.
3. When the timer goes off, take a 5-minute break. During this break, you can do something relaxing, like stretching, getting a drink of water, or going for a short walk.
4. After four pomodoros, take a longer break of 15-30 minutes.
5. Repeat this process until the task is complete.

 
The Pomodoro Technique can be useful for a wide range of activities, including individual tasks, meetings, and even entire projects. It can help you to stay focused and avoid getting bogged down in tasks that might otherwise take up too much time. Additionally, the frequent breaks built into the Pomodoro Technique can help to reduce fatigue and improve mental clarity, which can make it easier to maintain focus and avoid burnout.

A written to-do list can be helpful for a number of reasons. First, it provides a clear and concise overview of the tasks that you need to complete, which can help you to prioritize your work and stay organized. This can be especially helpful if you have a lot of tasks to manage or if you are working on a complex project with multiple components.
 
Second, a written to-do list can help you to stay focused and avoid getting distracted by unrelated tasks or activities. By having a clear plan for what you need to do, you can avoid getting sidetracked by unimportant tasks or interruptions.
 
Third, a written to-do list can provide a sense of accomplishment and progress. As you complete each task, you can cross it off your list, which can help to motivate you and keep you moving forward.
 
Overall, a written to-do list can be a valuable tool for managing your time, staying organized, and achieving your goals. It can help you to stay focused and productive, and to avoid feeling overwhelmed or stressed by your workload.
 
To make a written to-do list, you can follow these steps:
 

1. Start by writing down all of the tasks that you need to complete. This can include work tasks, personal errands, and any other items that are on your mind.
2. Prioritize your tasks by assigning each one a level of importance or urgency. This will help you to focus on the most important tasks first and avoid getting bogged down in less important tasks.
3. Group similar tasks together. For example, you might want to create separate lists for work tasks, personal errands, and long-term projects.
4. Estimate how much time each task will take to complete. This will help you to plan your time more effectively and avoid overcommitting to tasks that might take longer than expected.
5. Use a calendar or planner to schedule your tasks. This will help you to visualize your workload and ensure that you are making progress towards your goals.
6. Review your to-do list regularly and make any necessary updates or adjustments. This will help you to stay on track and avoid getting overwhelmed by your workload.

 
It can also be helpful to use tools like checklists or task management apps to manage your to-do list. These can help you to stay organized and track your progress, and they can make it easier to share your list with others if needed.

Timeboxing is a time management technique that involves setting aside a specific amount of time for a particular activity or task. This time frame is called a "time box," and it provides a clear boundary for how long the activity should take. The idea behind timeboxing is to help people stay focused and avoid getting bogged down in tasks that might otherwise take up too much time. By setting a time limit for each task, people can prioritize their work and ensure that they are making progress towards their goals. Timeboxing can be useful for a wide range of activities, including individual tasks, meetings, and even entire projects.

Timeboxing is important because it can help people stay focused and avoid getting bogged down in tasks that might otherwise take up too much time. By setting a time limit for each task, people can prioritize their work and ensure that they are making progress towards their goals. This can be especially helpful for people who struggle with procrastination or who find it difficult to balance multiple tasks and responsibilities. Additionally, timeboxing can help to prevent tasks from becoming overly complex or difficult to complete, by encouraging people to break them down into smaller, more manageable units of work. Overall, timeboxing can help to improve productivity, efficiency, and time management.
 
To implement timeboxing, you can follow these steps:

1. Identify the tasks or activities that you want to timebox. These might be individual tasks, meetings, or even entire projects.
2. Determine how much time you want to allocate for each task. This will depend on the nature of the task and how much time you have available.
3. Create a schedule or plan that includes the time boxes for each task. This can be done using a calendar or planner, or using a digital tool like a project management app.
4. Stick to the time boxes as closely as possible. This will require discipline and focus, but it will help to ensure that you are making progress towards your goals.
5. Review your time boxes regularly to assess their effectiveness and make any necessary adjustments. This will help you to refine your time management skills and improve your productivity over time.

 
It can also be helpful to communicate with coworkers and clients about your use of timeboxing, to ensure that they are aware of your schedule and expectations for task completion. This can help to prevent misunderstandings and ensure that everyone is working towards the same goals.

High performing leaders have high emotional intelligence, so it should come as no surprise than improving your emotional intelligence will make you a better leader.  
Goleman (1998) discovered when studying the competence models of 188 large, global companies, that 90% of the difference between star performers and average performers in senior leadership positions could be attributed to Emotional Intelligence factors rather than cognitive abilities. A 360-degrees leadership performance study of 358 managers assessed by more than 1400 participants within Johnson & Johnson, confirms that the highest performing managers have significantly more Emotional Intelligence than other managers (Cavallo & Brienza, 2001).

The basic model of Emotional Intelligence has 5 components, of which 3 components relate to managing yourself and 2 relate to managing others. To manage yourself, you need self-awareness, self-regulation and motivation. To manage others, you need empathy and social skill (Henry, 2006).
Your self-awareness is your ability to recognize and understand your moods, emotions and drives, as well as their effect on others. Self-regulation is your ability to control or redirect impulses and moods, and your ability to think before acting. Motivation is your passion to work for reasons that go beyond money or status, it’s what is often called intrinsic motivation. Empathy is your skill in understanding and treating people according to their emotional reactions. Your social skills are how proficient you are in managing relationships and building networks. (Goleman 1998, Henry 2006)

You don’t improve emotional intelligence by reading a book, it requires a different type of learning (Goleman, 2016). And though it only takes 4 steps, improving your emotional intelligence is hard work and takes time:

1. Ask for feedback
2. Choose 1 domain to work on.
3. Develop a learning plan
4. Practice

Step 1: Ask for feedback
There are several questionnaires, some 360°-based, to evaluate your emotional intelligence. But even without these quantitative questionnaires, you could easily ask a few of your colleagues to answer five questions about you to give you already a qualitative insight:

1. How do my emotions affect our collaboration? Are there situations where you think I could have more self-confidence?
2. In what situations do you think that I should do more thinking before acting or be more open to change?
3. What are the situations where according to you I could be more motivated in my work?
4. What are situations where I could have reacted in a better way to your (or other people’s) emotions?
5. What are the situations when it is difficult to connect to me, where I could show more leadership or when I am less persuasive?

It is a good idea to answer those questions also for yourself, and notice the difference between your answers and those of the people you work with.

Step 2: Choose 1 domain to work on
Improving can be hard work, and you will get a better grip on this if you focus on just one domain at a time. There are different ways to approach this, but 2 of them really stand out:

• Either choose the domain on which your colleagues think you need to make the most progress.
• Choose the domain where you notice the biggest difference between your own view and the view of your colleagues.

Step 3: Develop a learning plan
This is the most challenging step, because it is very idiosyncratic. There is no recipe book for what to do precisely. It’s clear that if you would want to increase your self-awareness, that assessing your emotions on a regular basis will help. Or that taking deliberate pauses before action will increase your self-regulation. Here are some tips to set up your learning plan.

• Ask yourself the questions “How will I know that I have a better … (self-awareness, self-regulation, motivation, …)?" and then “What do I need to do or learn to get this?"
• Keep a journal of the good as well as the more challenging situations in which you evaluate yourself against the five components. You could use five questions similar as when you asked for feedback when doing this self-reflection. Do this on a daily basis.
• Find people who are good at what you want to improve, and find out what and how they do it.
• Frequently practice techniques that will help you to slow-down, whether it’s relaxation, meditation, yoga, mindfulness ...

Step 4: Practice, practice, practice
It’s obvious that practice is an essential activity when you want to change habits. It’s important to integrate this practice in every aspect of your life, and to combine it with your journaling. The benefit of keeping a daily journal is that your practice will become more effective and it reduces the chances of practicing the wrong or unproductive habits. 

Making use of a coach can make this learning process even more effective. A good coach can help you starting from the first step. He can help you set up a more complete feedback questionnaire, support you in your choice of domain to work on and develop a learning plan together with you. When you practice a new habit, a coach can follow you in your development, keep you on the right track and support you in developing different exercises as you evolve in your skills.

Improving your emotional intelligence requires effort and takes time, but it’s a path worthwhile taking, certainly if your job has important emotional components. Talentsmart found that people with a high degree of emotional intelligence make an average of $29,000 more per year compared to people with a low degree of Emotional Intelligence. That is worth an investment.

References
Cavallo K. and Brienza D. (2001). Emotional Competence and Leadership Excellence at Johnson & Johnson: The emotional Intelligence and Leadership Study. Consortium for Research on Emotional Intelligence in Organizations: http://www.eiconsortium.org/reports/jj_ei_study.html (accessed January 2nd, 2019)
Goleman, D. (1998) ‘How to be become a leader’, in Henry (2001). Creative Management, 2nd edn, London: Sage.
Goleman D. (2016). Five steps to increase emotional intelligence. https://www.linkedin.com/pulse/five-steps-develop-emotional-intelligence-daniel-goleman/ (accessed on January 2nd, 2019)
Henry J. (2006). Creativity, cognition and development. Milton Keynes: The Open University
Unknown (unknown). About Emotional Intelligence. Talentsmart: http://www.talentsmart.com/about/emotional-intelligence.php (Accessed on December 27th, 2018)

In martial arts, there is a concept that is called ​Shu Ha Ri, this concept refers to three different levels of mastery. The Shu state is about learning the rules and forms, which you repeat until they are a part of you. You don't deviate at all from the rules and forms, and everything you do is about being as precise as possible in applying them. Or as George W. Loomis already knew in 1902: "​Amateurs practice until they get it right; professionals practice until they can't get it wrong.​"
Once you master the rules and forms you naturally move in the Ha state. In the Ha state you experiment and innovate with the rules and forms. You try new things, some for better and some for worse. That is possible because you have developed your ability to notice  improvement in efficiency and effectiveness, and maybe some elegance too.
The highest form of mastery is the Ri state, in which you can let go of the rules and the forms. Your practice and experience has brought you to the essence of those rules and forms, which makes them irrelevant for you. You are free to innovate and experiment within full understanding of the meaning of whatever your mastery is about. Now the real learning can begin.