Chapter 5 is entitled, Habit Of Focus. Buy and read the book. You’ll get value from reading the stories that illustrate Ms. Joni’s points. And you’ll be able to more deeply dive into the nuances of how the third opinion can improve your leadership (and decision-making). 
Let’s talk about the highlights of this chapter.
The hardest part of leadership is keeping a sustained focus on what’s essential, not just what’s urgent. What will give us the biggest advantage? Where are our competitive threats? Leaders face many questions.
Stephen Covey pointed out (in his book, Seven Habits of Highly Effective People) that if too much of your work is urgent, you’re not appropriately focused on what’s important. You’re just fighting fires. That resonates with most leaders. 
Mastering the habit of focus is the ability to move forward with important but non-urgent issues in a chaotic, high-pressure environment. Sustained focus on the non-urgent but important issues defines your unique contributions to your company and your ability to deliver value no one else can. Your ability to create value is what ultimately drives your career.
You’ve got to devote your unscheduled time to the most important issues – the ones that hold the most potential for high returns over time. This includes systematic reflection on your resources. Effective leaders need time for reflection and inquiry. 
You’re responsible for your focus. Others may define a part – perhaps a significant part – of your schedule, but not all of it. Be thoughtful about your focus. 
Framing Issues Clearly And Strategically Is The Work Of Leadership
First, you have to frame your agenda. This means setting context, time frame, scope, and viewpoint. Don’t do it alone. Work with your best thinkers and get input from your inner circle. Framing is inherently exponential. How you frame will guide what you see. Here are some key things to consider:

* How narrow or broadly am I thinking about my challenges?
* Would it be helpful to frame the key issues at several different levels?
* What is my time frame for this issues and why?
* Where does this issue fall in terms of importance and priority?
* What mental models and assumptions do I have that could affect how I frame this issue?
* What tools might I use to frame this issue and what are the limits of these tools?
* What’s known and not known about this issue?

You also need a clear sense of what your overall leadership challenge looks like. With a sense of the whole you can develop a reasoned response. 
Focus Your Leadership Inquiry With The Star Of Complexity Map
Ms. Joni has developed a trademarked technique she calls the star map of complexity. It helps you map and prioritize the issues so you can focus your time, resources and thinking partners properly. This chapter includes a diagram of this tool and advice on how you can use it. The author walks the reader through an actual leadership situation with Andy, who is facing some leadership challenges. She uses the Star of Complexity Map to help him figure out and implement improved focus. The diagrams, illustrations, and details require the reader to pay close attention. This material just doesn’t translate to a summary like I’m providing. You have to see it and digest it. As you might imagine, it’s fairly complex. Thankfully, the author does provide a summary of the process though, which will give you a taste of what this tool is designed to accomplish.
Step 1 – Start your baseline Star Of Complexity Map by writing down your most important issues.
Step 2 – Test your initial baseline map for completeness by considering metrics, assets, human dynamics, external conditions, and organizational structure.