What do you do if your problem solving skills are not helping you succeed in Strategy?

Understanding your problem solving skills are not up to the tasks can occur in teo moments. The first is after you implement your solution you start receiving negative feedbacks. This is a strong signal that your skills didn't manifested into success. The second option is before you even find the solution. In this case you probably lack understanding of the problem itself and therefore unable to think of a solution.

Strategic problem-solving requires more than just finding solutions. To succeed in strategy, you need to ensure you're tackling the right problem, have a comprehensive understanding of the situation, and consider potential conflicts in objectives. Additionally, using the right frameworks and methodologies can help you analyze challenges from fresh perspectives.

"Relying on outdated problem-solving in strategy is like using a map in the era of GPS." To recalibrate: 1. Expand Knowledge: Dive into the latest strategic frameworks and methodologies. 2. Leverage Data: Use analytics to inform and support your strategic decisions. 3. Collaborate: Brainstorm with diverse thinkers for fresh perspectives. 4. Learn from Others: Study case studies and learn from the successes and failures of peers. 5. Adaptability: Be prepared to pivot strategies in response to new information. 6. Continuous Learning: Embrace workshops, courses, and seminars. 7. Seek Feedback: Regularly solicit input on your approach from trusted mentors. Sharpening your strategy toolset involves learning, adapting, and continual evolution.

The first thing to do is accept you made a mistake. You've always got straight As? Been your school valedictorian? Well here, along the line, YOU have been wrong. On your strategy, how you communicated about it or how you got it implemented. But it's OK. You will fix it. Go back to what dictated your strategy: your data. Are they reliable? Is your sample representative of your market? Has your marketing team poked and probed where and how they needed to? Did you read the data correctly? Ask another source (marketing team or agency). Ask for a second opinion about your reading. Do they concur? If they do, what have you made of it? Reread the book "Your Strategy needs a Strategy" by Martin Reeves. Or the HBR article. Check the implementation.

* Identify the underlying issues: Begin by discerning the reasons behind your problem-solving challenges. - Poorly defined problems: Determine if the problem lacks clarity, specificity, or scope. - Lack of information or data: Assess whether you're missing essential facts, figures, or evidence crucial for problem resolution. - Conflicting objectives or stakeholders: Recognize if there are competing goals, interests, or perspectives complicating the problem-solving process. - Inadequate tools or methods: Evaluate whether you're employing suitable techniques, frameworks, or approaches to tackle the problem effectively.

Talk to your manager, experts, peers or even people from other industries. Seeking diversity perspective requires information exchange, by self-creating an environment where ideas are freely shared and feedbacks are constructive; you can develop pretty much of your knowledges and ways to approach any situation. Carefully observe how people handle their problems sometimes leads to innovative solutions you never think of.

Expanding one's perspective is indeed pivotal for bolstering problem-solving skills in the realm of strategy. Personally, I've found that soliciting inputs from multidisciplinary sources and challenging ingrained assumptions foster a more holistic understanding of complex issues.

Embracing uncertainty is a crucial aspect of problem-solving in strategy, and it resonates deeply with my professional experiences. Acknowledging and embracing uncertainty fosters a culture of adaptability and resilience, allowing for agile responses to dynamic challenges. Therefore, embracing uncertainty is not merely a coping mechanism but a strategic imperative for thriving in today's volatile business environment.

The advice to leverage existing strengths resonates strongly with my approach to strategic problem-solving. In my experience, focusing solely on addressing skill deficiencies can overshadow the unique capabilities and perspectives that individuals bring to strategic endeavors. Embracing this holistic approach to leveraging strengths has not only enhanced my strategic effectiveness but has also fostered a culture of empowerment and collaboration within my teams.

Developing new skillset * Problems : Outdated and insufficient/ inappropriate skills - Seeking for feedbacks, coaching : Proper mentoring results in proper ways of thinking and approaching problems. This sets the steady ground for long-term improvement. - Applying new skills, tools : Skills and tools update is crucial in a complex and constantly changing environment. Efficiency is the top indicator to consider.

It might be that you are using skills that you relied on in the past that aren’t working now, in which case they need updating. It could be that you’re using old programming to solve new problems and challenges. It’s possible that your mindstate is getting in the way. More and more, we need to tap into our internal resources and coaching would help with this. I offer mindstate coaching. I hope the above is helpful