Considering the many problems with which we are all faced in our work and life, it seems as if there is never enough time to solve each one without dealing with more adversity along the way. Problems mount so fast that we find ourselves taking shortcuts to temporarily alleviate the tension points – so we can move onto the next problem!
In the process, we fail to address the core of each problem we are dealt; thus, we continuously get caught in a sort of never-ending cycle that makes it difficult to find any real resolutions.
Sound familiar?
Problem-solving is the core of the business owner’s and leader’s life. As leaders, the goal is to minimize the occurrence of problems – which means we must be courageous enough to tackle them head-on before circumstances force our hand. We must be resilient in our quest to create and sustain momentum for the organization and people we serve.
However, the reality of the workplace finds us dealing with people that complicate matters with corporate politicking, self-promotion, power-plays and ploys, and envy. Silos, lack of budgets and resources, and many other random acts or circumstances also make it harder for people to be productive.
Competitors create problems for us when they unexpectedly convert a long-standing client, establish a new industry relationship, or launch a new product, brand or corporate strategy. Mergers & acquisitions keep us on our toes and further distract us from solving existing problems by creating new ones.
“All life is problem-solving,” said the 20th Century philosopher Karl Popper. In my experience, the best leaders are the best problem-solvers. They have the patience to step back and see the problem at hand through broadened observation, or circular vision. The most effective leaders approach problems through a “lens of opportunity.”
Leaders who lack this wisdom approach problems with linear vision – only seeing the problem that lies directly in front of them and blocking the possibilities that lie within the problem. As such, they never see the totality of what the problem represents, that it can actually serve as an enabler to improve existing best practices, protocols and standard operating procedures for growing and competing in the marketplace.
They fail to realize that in the end, all problems are the same – they’re just packaged differently.
A leader must never view a problem as a distraction, but rather as a strategic enabler for continuous improvement and opportunities previously unseen.
Whether you are a leader for a large corporation or a small business owner, here are the five most effective ways to solve problems.
- Clarity of Vision
Everything starts with vision. Don’t confuse vision with goals. Goals may be part of it, but vision is bigger – the context in which the goals will be accomplished, the long-term plan:
- Where do you want to go?
- What do you think it ought to look like 3 to 5 years from now?
- How big do you dare to dream in terms of success?
Everything starts with the dream. The first problem-solving skill is to develop clarity about what you want to happen in both the short and the long run.
A lack of a clear vision for success is a root cause of many problems. Know what you want to accomplish and what the ideal result would be. Vision starts with you, but it doesn’t end there.
How do you turn vision into reality? That’s where the next skills come in.
- Transparent Communication
Problem-solving requires transparent communication, where everyone’s concerns and points of view are freely expressed. I’ve seen too many times how difficult it is to get to the root of the matter in a timely manner when people do not speak up.
Yes, communication is a fundamental necessity. That is why when those involved in the problem would rather not express themselves – fearing they may threaten their job and/or expose their own or someone else’s wrongdoing – the problem-solving process becomes a gruelling treasure hunt.
Effective communication towards problem-solving is contingent upon a leader’s ability to facilitate open dialogue between people who trust her intentions and feel that they are in a safe environment for sharing why they believe the problem occurred, as well as specific solutions.
Once all voices have been heard and all points of view accounted for, the leader with their team can collectively map out a path toward a viable and sustainable solution.
As straightforward as this all may sound, don’t ever assume that people are comfortable sharing what they really think. This is where a leader must trust herself and her intuition enough to challenge the team until accountability can be fairly enforced and a solution can been reached.
- Break Down Silos
Transparent communication requires that a leader break down silos and enable a boundary-less organization whose culture is focused on the betterment of a healthier whole. Unnecessary silos invite hidden agendas, rather than welcoming efficient cross-functional collaboration and problem-solving.
Organizational silos are the root cause of most workplace problems and are why many of them never get resolved. This is why today’s new workplace must embrace an entrepreneurial spirit where employees can freely navigate and cross-collaborate to connect the problem-solving dots, where everyone can be a passionate explorer who knows their own workplace dot and its intersections.
When you know your workplace dot, you have a much greater sense of your sphere of influence. This is almost impossible to gauge when you operate in silos that potentially keep you from having any influence at all.
In a workplace where silos exist, problem-solving is more difficult because you are likely dealing with self-promoters, rather than team players fostered by a cross-functional environment. When you operate in a siloed environment where everyone wants to be a star, it becomes increasingly difficult to help make anything or anyone better.
This is when problem-solving becomes a discouraging task.
Breaking down silos allows a leader to more easily encourage their employees to get their hands dirty and solve problems together. It becomes less about corporate politicking and more about finding resolutions and making the organization stronger.
- Open-minded People
Breaking down silos and communication barriers require people to be open-minded. In the end, problem-solving is about people working together to make the organization and the people it serves better. Therefore, if you are stuck working with people who are closed-minded, effective problem-solving becomes a long and winding road of misery.
There are people in the workplace who enjoy creating unnecessary chaos so that their inefficiencies are never exposed. These are the people who, in trying to evade accountability and enhance perceptions of their own importance, make it difficult for problems to get solved by slowing the process down.
Discover the lifters and high-potential leaders within the organization and you will see examples of the benefits of being open-minded and how this eventually leads to more innovation and initiative.
Open-minded people see beyond the obvious details and view risk as their best friend. They tackle problems directly and get on with the business of driving growth and innovation. Closed-minded employees tend to make things about themselves and less about what is required to convert a problem into an opportunity.
With this in mind, carefully observe the actions of others the next time you are dealt a real problem.
- A Solid Foundational Strategy
Without strategy, change is merely substitution, not evolution. A solid strategy must be implemented to solve any problem. Many leaders attempt to dissect a problem rather than identify the strategy for change that lies within the problem itself.
Effective leaders who are comfortable with problem-solving always know how to gather the right people, resources, budget and knowledge from past experiences. They inspire people to lift their game by making the problem-solving process highly collaborative.
For them, it’s an opportunity to bring people closer together. I’ve always believed that you don’t know the true potential and character of a person until you see the way they solve problems.
Effective leaders connect the dots and map-out a realistic plan of action in advance of implementing solutions. They have a strategy that serves as the foundation for how the problem will be approached and managed, anticipating the unexpected and utilizing the strengths of their people to assure the strategy leads to a sustainable solution.
Never shoot from the hip when problem-solving. Avoid guessing. Take enough time to step back and assess the situation and the opportunities that each problem represents.
Make the problem-solving process more efficient by recognizing that each problem has its own nuances that may require a distinct strategy towards a viable resolution.
You’ll know that you have great leadership in your organization when problem-solving becomes a seamless process that enables the people and the organization to grow and get better.
If problem-solving creates chaos, you may have a serious leadership deficiency.
Problem-solving can be the greatest enabler for growth and opportunity. This is why they say that failure serves as the greatest lesson in business and in life.
Be the leader who shows maturity, acts courageously, and requires accountability.
Applying each of these lessons can help you become a master problem solver. Each experience teaches us all new things. Embrace problem-solving and the many unseen treasures it represents.
