Here's how you can excel as an executive leader through problem solving.

The expresion, “Boss, we’ve got a problem,” implies this duality and represents, as noted earlier, a problem astride two backs, which is a very bad way to start . In the ¨Anatomy of Managerial Initiative. There are five degrees of initiative that the manager can exercise in relation to the boss and to the system: 1. wait until told (lowest initiative); 2. ask what to do; (1 and 2 are not recommended) 3.recommend, then take resulting action; 4.act, but advise at once; 5. and act on own, then routinely report (highest initiative). (3,4,5 are recomended to promote and improve problem resolution, delegation, selfawareness and conflict management) From HBR: Who’s Got the Monkey?

Embracing challenges is crucial for self-growth as it builds resilience, expands skills, and fosters personal development. It pushes you out of your comfort zone, helping you learn and adapt to new situations, ultimately leading to greater fulfillment and success.

Too often, leaders jump into solutions, problem-solve, and exclude members of their team or peers. I frequently see the best strategy for problem solving comes from collaboration--this helps get clarity around what they are solving for and who can support the next steps in presenting option sets for consideration. Leaders who can solve problems well know how to leverage the expertise around them and bring diverse thinking into their problem-solving strategy.

Embracing challenges from a deep coaching perspective is like solving a puzzle together. Consider a leader dealing with team disagreements. Instead of just handling the surface problem, they dig into why it's happening. They might ask, "What experiences or beliefs are affecting how we see this?" or "How can we blend different viewpoints for a better outcome?" By tackling challenges this way, they turn conflicts into chances to learn and improve, focusing on understanding to find solutions.

Embrace change and reframe the challenge as an opportunity to learn and grow. Adopt a growth mindset that views challenges not as obstacles but as opportunities to learn, innovate, and stretch your capabilities as a leader. Approach problems with a positive attitude, encouraging your team to collaboratively explore creative solutions, which fosters an environment of resilience and continuous improvement.

In my experience any challenge throws as executive leaders needs deep thinking and not reactions . Leaders reacting to situations destabilises the whole ecosystem. It sends a chain of reactions down the down leading to temporary , short term suboptimal solutions. As an executive one must spend enough time first gathering enough objective data , speaking to people across and get a varied perspective . These will give him/her/them enough Insight to make a decision that will sustain the test of time . It also build confidence in the fairness of the approach of the leader , that they are not someone who can be easily swayed to taking a call based on surface level assumptions. ??

When gathering and analyzing data, it’s important to guard against your own biases. Approach this with the intent to achieve an idea meritocracy. Be open to other people’s perspectives and challenge your own views.

I want to throw a disruptive idea into analyzing deeply for problem solving. First gather relevant data, consult with experts and consider the problem from multiple angles. However this is where many of my clients get stuck. Over-analyzing turns into racing thoughts that do not 'turn off' at home and wake them up in the middle of the night. Sleep deteriotes which further inhibits cognitive processing. Instead, once you have the data, pause and rest. "Put down" your heavy cognitive thinking and create space for the Default Mode Network; the multiple areas of the brain that are used in unconscious processing to solve a problem. Sleep on it, take a shower, or go on a walk which clears your mind for a 'lightbulb moment' to come through.

Both depth and breadth are important in analysing the problem. Speaking to people likely to be impacted by the decisions helps understand the connectedness of things. This will also help generate solutions that can be adopted well in the organisation. Time is of the essence and therefore if you think you have 80% of the information you need, it's better to move on with the decision and not get plagued by the paralysis of analysis.

Here are three things from my observation for most impactful executive leaders to navigate challenges: 1. Dig deep to Identify underlying causes. Look for patterns and trends for recurring themes that may provide insights into the problem’s underlying causes. 2. Consider different perspective to gain diverse viewpoints on the challenge l. 3. Anticipate potential outcomes, implications and consequences of different courses of actions. By investing time to gather objective data and perspectives from various stakeholders, leaders can gain valuable insights that inform strategic decision-making. Ultimately, it promotes a culture of trust and stability within the organization, paving the way for long-term success.

Whether its a team or a team member, you'll get better results when you present the problem rather than the solution. Tell people what problem you need solved and let them decide how they can solve it for you. Instead of presenting them with options, let them present you with options. You'll be seen as a great leader and you'll get more done. People take ownership of the ideas they get to implement and are much more invested.

I'm a proponent of Interactivity. Meaning, promoting dialogue and an exchange of ideas to deepen first the understanding of the issue and then to come up with the most effective solution. Seeing the issue from different perspectives and with different lenses increases the chance to find the root cause and get to the right solution.

Engaging teams requires fostering a culture of collaboration, open communication, and shared goals. Encourage active participation, value diverse perspectives, and provide opportunities for skill development and recognition. Also, ensure that everyone understands how their work contributes to the overall mission and success of the team.

1. Transparent Communication: Keep your teams informed about the challenges and involve them in solution process. 2. Use Collaborative Approach: Engage team members, peers, and mentors to collectively tackle challenges, leveraging diverse perspectives and expertise to find creative solutions. 3. Lead by example: Demonstrate a can do attitude and a solution mindset to enable teams overcome the challenges.

The best solutions come from engaging your team as part of the process. This becomes a defining moment for you as a leader. Often, leaders bypass their team with assumptions about their knowledge or skill, resulting in missing learning value. Your team will have more insight into execution and will ultimately be your support to implementation. Without their input from the beginning, you risk failing to implement successfully.

Here's another disruptive idea: Executives who are responsible for making big decisions know that a lot of mental noise comes along with it. It's easy to get stuck in racing thoughts and overanalyzing issues. If my clients are finding it difficult to decide decisively, I coach them on dropping out of their racing thoughts, clearing their mind, and relying on Spindle Cells. Spindle cells are neurons in the gut. Neuroscience has found spindle cells communicate up the vagus nerve to the brain. In the brain they communicate information through yes or no hunches. Next time you're feeling indecisive drop out of relentless racing thoughts and ask your gut to confirm your decision. Then take decisive action and lead your team with confidence.

To excel as an executive leader in problem-solving, decide decisively. Gather relevant information swiftly, assess the situation objectively, and define the problem clearly. Utilize critical thinking to evaluate potential solutions, considering risks and benefits. Make timely decisions with confidence, communicating effectively with stakeholders. Take ownership of outcomes, adapting strategies as needed. Through decisive action, demonstrate leadership and inspire trust, driving effective problem resolution and fostering a culture of agility and accountability within the organization.

Adaptive solutions play a critical role in effective decision making. Here's a deeper look at adopting adaptive strategies: Iterative Approach: Apply a step-by-step, test-and-learn methodology to your problem-solving. Continuously assess the effectiveness of your actions, and refine your approach based on real-time feedback and performance metrics. Risk Management: Continually evaluate potential risks and develop contingencies to mitigate them. A proactive mindset toward risk allows you to adapt quickly and minimize negative impacts on your initiatives.

Je recommande un temps de rêve préalable … imaginer toutes les options en vision spatiale . Vue d’hélicoptère quelles sont les options ? Une fois la mentalisation des options imaginée, à la fa?on d’une arborescence, la prise de décision sera rapide, pesée et les options évaluées !

Os líderes s?o os tomadores de decis?o. Eles querem facilitar o diálogo para capacitar seus colegas para chegar a uma conclus?o estratégica. Eles se concentram em "fazer algo acontecer" em todos os tempos e a tomada de decis?es faz parte desse processo.

A melhor forma de implementar algo é desenvolvendo processos e treinando a sua equipe. Desenvolva play books para que sua equipe tenha onde buscar recursos para dar seguimento às suas orienta??es. além de fomentar a padroniza??o dos processos necessários para a alta performance você gera a sensa??o de seguran?a e profissionalismo na equipe.

Too often, excellent strategies to navigate challenges at work tend to not be actioned. As an executive leader, in order to anchor your reputation as an effective problem solver, ensuring viable ideas are followed through is essential. No one wants to garner a reputation as a leader who solicits the opinions of staff or devises a resolution to address a pain point at work, only to have it die in the "idea graveyard". ◇Assess the issue. ◇Brainstorm with members of your team or external parties who can support navigating the issue. ◇Decide on the best course of action based on facts and qualified advice. Then ACT on that decision and follow up with assessing the impact of the implementation. Ensure you provide feedback as well.

Je recommande de tout remettre en jeu avec l’équipe : les approches paradoxales ! Nous allons tout rater parce que ? et Nous allons réussir parce que ? Deux groupes se mettent en joute oratoire et évaluent les leviers de réussites et les risques. Et ils s’imprègnent de la future mise en ?uvre .

Reflecteren en leren in het kader van probleem oplossing levert het meest op door de bril van het Systeemdenken: circulair denken ('hoe meer A... des te meer B...) ipv lineair denken (oorzaak - gevolg). Lineair denken is de eerste neiging aan de top van organisaties, omdat dit de manier van denken is die we van jongs af aan aangeleerd krijgen: we zoomen als het ware in op het probleem in een poging de oorzaak te vinden en daarmee de oplossing. Het circulaire denken kan veel informatie toevoegen, omdat het juist het uitzoomen centraal stelt. Je brengt dan het geheel in kaart en intervenieert op de patronen die zich in de geheel voordoen. Als leider kun je veel baat hebben bij die executive coach die je vanuit de systeembril helpt kijken.

For example, let's consider a scenario where an executive leader is facing a decline in team productivity. By reflecting on past experiences, they might recall a similar situation where a change in team dynamics led to improved productivity. They could then apply this learning to the current situation. Alternatively, they might realize through reflection that their communication style needs improvement. By learning new communication techniques, they can better convey expectations and feedback, leading to enhanced problem-solving. These examples illustrate how reflection and learning can directly impact an executive leader's problem-solving abilities.

In my experience, Executive leaders can excel by fostering a culture of emotional intelligence, as emphasized by Daniel Goleman in his influential book, "Emotional Intelligence: Why It Can Matter More Than IQ." Emotional intelligence enables leaders to navigate any complex situations and interpersonal dynamics effectively, leading to superior problem resolution. By understanding and managing their own emotions and empathizing with others, leaders can make more nuanced decisions, maintain team morale, and mitigate conflicts. This strategic emotional approach not only enhances individual and team problem-solving capabilities but also cultivates a resilient and innovative organizational culture.

Problem solving is not a single individuals responsibility. True leaders engage and collaborate and explore alternatives with colleagues and the wider team in robust debate where ideas and options are challenged and explored. This approach yields the best possible outcome which is easier to execute as everyone feels accountable given their contribution towards co creation of the outcome

Identify and address the root causes of challenges instead of just treating the symptoms. This will help you develop more effective and sustainable solutions and achieve better problem-solving outcomes.

Create a workspace that is psychologically safe. Encourage open and transparent dialogue. Support solution oriented debates. Establish conduits through which staff can get their suggestions for improvements up to leadership for review and consideration. Do not avoid discussing and ventilating mistakes in a manner that seeks to extract lessons instead of assigning blame. Look at what needs to be done to create an environment where problems can authentically be addressed from a team perspective and remove the fear associated with vocalizing less than popular opinions once they are intended to help navigate out of a situation rather than make it worse. Psychologically safe workplaces correlate positively with solution oriented teams.

Integrate diverse perspectives by encouraging collaboration across departments and levels. Also, organize cross-functional workshops and invite external experts to provide fresh insights.