We recently posted about a manager’s role as both Coach and Supervisor. Today, we’re going to delve into the topic of problem solving, a task consistently required of every manager.
Regardless of the industry or area of focus, managers are responsible for the output of their team and serve as a resource when obstacles arise. Although not every manager is naturally a good problem solver, there are techniques that can be learned to improve anyone’s problem-solving skills.
Effective Problem Solving
The framework for effective problem solving introduced in this chapter involves three simple components:
Define the problem
Explore options
Select the best option
Define the Problem
Most problems that a manager encounters pertain to ideas, people, and things, as well as the relationships between them. These relationships are often complex and can be difficult to see clearly in a fast-paced work environment with many moving parts.
That’s why the first step to effective problem solving is to properly define the problem. Effective problem solvers see the structure of the issue and don’t just focus on the problem statement. Similar to a story problem in math class, the hardest part is setting up the equation that needs to be solved. The extraneous information in the story problem can get in the way of clearly seeing the problem’s structure.
Managers must be able to look past the noise to get to the heart of the matter. The better you become at seeing the structure of the problem, the more clearly you will understand the issue and identify a proper solution.
Here are questions and methods you can use to help clearly define the problem.
Is it actually a problem? Could it simply be a misunderstanding or miscommunication? Is it due to a lack of training? Or is it something that needs to be solved?
How significant is the problem? Is the impact large or small? Is it urgent? Does it occur rarely? Is it a precursor to something that could be more serious?
Question the assumptions being made by you and your team. Have you jumped to an assumption that is not based on the facts? Ask other parties involved for their perspectives as appropriate.
State out loud the problem as currently defined by the team. Oftentimes, hearing the problem stated audibly helps determine if it is properly defined. If you can’t clearly verbalize the problem, then it is not yet properly defined.
Do your best to visualize the problem. Use whiteboards, paper, computer diagrams, post-it notes, or other tools to create a visual of the problem. This employs more parts of the mind and connects verbal concepts to visual representations.
Try reframing the problem you are trying to solve as a goal. Instead of stating the problem as “We keep missing project deadlines,” restate it as “We have a goal of meeting 95% of project deadlines.” This type of rephrasing often results in a more tangible outcome that is easier for the mind to grasp.
Do not proceed to the second step of the framework until you can clearly state out loud and pictorially represent the problem that needs to be solved.
Explore Options
Once you have properly defined the problem you are ready for the next step, which is to explore options. The greater number of viable options generated, the more likely the best solution will become apparent. But to encourage the team to engage with all their diverse talent and experiences, you must be sure the environment is properly set.
First, the environment must encourage participation by everyone. It’s your role as the Manager to draw your team into this exercise. Introverts need to know that their input is critical. Extroverts need to not control the conversation and silence other team members. It’s okay to have strong opinions as long as it’s done in a respectful way. In fact, encouraging your team to voice their opinions and articulate/advocate the strengths of their ideas will help the team identify additional options and refine those already identified.
The second part of the environment is to ensure the team is focused on one thing—identifying the best solution. Without everyone focused on this goal, the interaction may become a competition to be the one whose answer is selected. Along these lines, it’s important that the team does not simply yield to groupthink and go with the manager’s answer. You set the tone in this area. Call on people to express their opinions. Every time you select someone else’s solution—as long as it is the best or one of the best options—you demonstrate that selecting the best answer is the top priority.
Another way to eliminate groupthink is by having people come up with ideas individually before sharing them with the group. Oftentimes, the first idea that is offered in a brainstorming session becomes the one people latch on to, regardless of whether it’s the strongest. By giving everyone a chance to think on their own—potentially before the group comes together to discuss the topic—you increase the odds of getting a greater diversity of options.
As ideas are being generated, find ways to visually capture and interact around those ideas. Try different techniques to see what works for your team. Use colorful post-it notes or have everyone get their own marker for the whiteboard.
Exploring creative options to solve a problem is a great coaching opportunity, so don’t forget that coaching requires you to ask questions and listen more than you speak. Your questions can help guide the team to an idea you believe is viable without always stating the idea. When the team’s dialog results in a clearly superior option, it will increase the confidence of the entire team.
Select the Best Option
Once the group has a series of creative options, the best alternative needs to be selected. In some cases, the best option is obvious, and a consensus is formed. It’s your responsibility to make sure that consensus was not simply reached through groupthink—like when a team agrees with the manager’s ideas just to make the manager happy.
In other cases, the best option is not clear. At this point, we recommend using the rule of three, which means narrowing the options to the top three alternatives. This narrows the team’s focus and allows you to contrast each option’s strengths, weaknesses, complexities, and likelihood of success more effectively. Three is an optimal number as it provides enough points of reference and typically makes it easier to identify the best option.
As part of the evaluation of the options identified, determine how each solution aligns with the company’s values, goals, strategies, and initiatives. These structures serve as guardrails for your team as they work on solving problems.
Once an option is selected, it’s important as a manager that you emphasize for the team to get behind the decision—that the team marches forward together. That’s the only way to give the selected option a real chance to succeed. If, over a period of time, it becomes clear the selection did not solve the problem, a new option can be chosen.
The concepts from this article were taken from Strong Management Team: Leading with a shared vision and common language. Available through The ReWild Group and Amazon, the book explores this and other concepts in-depth while providing illustrations to help business leaders incorporate the ideas into their organizations. Get your copy today to start benefiting from a Strong Management Team in your company.