"The Triangle is a technique to establish clarity around goals, roles and tasks when one is trying to institute a change, or starting a new role or project. I plan to teach the Triangle to my team so that we are all speaking the same language.”
—Scherri Roberts, Director, Human Resources, Hearst Corporation
"It took me many years of trial and unfortunately error to get where I am today. I wish that I had the Triangle 30 years ago."
—Richard Christmas, Director of Operations, Spiral Binding Company, Inc.
“I found that when discussing projects with my team on conference calls, the Triangle helps us remain focused on the key elements for implementing the project successfully.”
—Ramon Oropeza, Marketing Director, Latin America, BP-Americas Inc.
Compared to other management tactics or techniques, the Triangle Performance Model is very simple and practical. As managers and leaders, we do not always have time to look through a complex matrix to prescribe the correct action for a situation. The Triangle allows leaders to diagnose a situation and come to a simple conclusion that is realistic and attainable.
—Robert D’Addario, Managing Director & Principal, Cleerline Technology Group
"I find the triangle to be a solid framework – simple enough to deploy without having to memorize a bunch of elements but flexible enough that it can cover a range of different performance situations."
—Maria Plantella, Manager, Human Resources, Rakuten LinkShare
"I think the Triangle is a powerful, useful and easy to remember tool to deal with managerial decisions. There are many books about leadership and general aspects of management, but the Triangle provides a day-to-day tool to guide us in our managerial work."
—Fernando Tagle Coeymans, Industrial Engineer, MEng. University of Michigan
"The Triangle removes a lot of the emotion in diagnosing a performance problem and makes it more analytical. It gives me a good structure to follow and reasoning to support my instincts."
—Regina Nisita, Human Resources & Operations Manager, Affect
"My initial reaction in reading about the Triangle was that it was interesting, but mostly a synthesis of existing ideas. I wasn’t quite sure how it would be of use as either a model or a tool. After seeing it in action and using it myself as a method to examine some difficult workplaces of my own, I’ve come to appreciate it as a dynamic flow, one that easily illuminates missing pieces of management."
—Blake Nebel, Communications Manager and Consultant
"I see the Triangle as a rational model that provides an objective way to analyze and address day-to-day performance issues."
—Martin Klampfl, Risk Manager, Austrian National Bank
“I knew that I was doing things right, more or less, but quickly realized where the gaps were as I learned more about the Tull Triangle. It’s the difference between jumping to the wrong conclusion or a half-baked idea and taking a 360-point of view of all the possible outcomes.“
—Lori Marcus Group Director, Digital Analytics, Marketing Operations