5 Ways a Solutions-based Leader Solves Problems

“???? ???????? ?????? ?????????????????? ??????????????????? ????????, ?? ???????? ???? ?????????????? ?????? ???????????? ??????'?? ????????????”. If you’ve heard this one before, and I have more than once, I believe it’s time to blast this one away. Who needs a self-fulfilling prophesy? “?????? ???????????? ??????’?? ???????????? ?????????? ????????”. So instead, do this ...

From the start, adopt in principle a solution-oriented mindset that you intend to permeate across the whole organisation.

Who in the org has the skills needed for design thinking, like empathy, creativity, openness, and adaptability?

These are the same skills you cultivate through improvisation.

When armed with the right processes and belief in people's inherent problem-solving abilities, managers and leaders can start systematically tackle challenges and create strategic solutions on the right foot. Alternatively, a defeatest leader will often prefer to default to command-and-control systems, and this accelerates cynicism and lowers retention.

In the Journal ‘Scientific’, Michael Heffley wrote “ ?????????????????? ?????? ???????????????? ???????????????????? ???????????????????? ???? ???????????????????? ???? ??????????????-??????????????, ?????????? ???????? ???????? ???? ???? ?????? ???? ?????????????? ???? ?????????????? ??????????????????????, ???????? ??????????????????????, ?????????????? ???? ??????????????????, ???? ?????????????????? ????????????????????..” It is just moving people into this way of thinking that allows a better state to flourish.

When you start acknowledging the obvious (Step 1), along with embracing a policy of non-retaliation (Step 2), and then collectively seeking solutions or pathways forward (Step 3) you see the results come through.

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This starter point is often skirted by many - you need an environment where the focus can shift from safeguarding reputation, preventing the release of potentially harmful information, or deflecting blame. Create conditions so people don’t have to manipulate or derail as a means of survival.

So, we suggest bringing together the best fitting individuals, chosen for their skills to openly address these issues, accurately define the problem and what contributes to it.

If the problem is misdefined, it can lead to flawed solutions.

Even within organisations with rigid hierarchical structures, adding a flexible framework (which shouldn’t weaken the current structure) can co-exist. You’ll get the added bonus of cross-team collaboration.

Document this clarity and avoid efforts to become aimless and cyclical, and you’ll ensures that accountability isn't easily shifted or overlooked.

In the end, everyone should be able to engage in debating and ultimately agreeing on the definition of the problem.

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The individuals you bring in must be willing to be forthright, transparent AND take ownership of responsibility. Even when it implicates themselves.

Yes, I understand this is highly difficult for most people. Particularly those who shy away from confrontation or lack the resilience to confront challenging situations. You want to avoid those that give neutral or diplomatic language which allows them ways out. Additionally, it's essential they don't hastily agree so friendships "aren't damaged".

How to overcome this universal block to solutions? Make it psychologically safe at all levels to have healthy discourse, even if it involves candid discussions.

• Keep discussions focused on the issue rather than personal attacks,
• Keep accountability with those responsible, and no non-associated third parties

This mindset is similar to what many conventional leaders have, who may over-emphasise cutting through this reticence to ‘rock the relationship boat’.

Without empathy and emotional intelligence, you don’t get real collaboration and trust.

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When brainstorming solutions, it's vital that many people are in a divergent thinking space. This space prioritises postponing judgement and welcomes all offers/suggestions from others as they are given. Think writing everything on a board without making comments about each offer.

Sounds easy to do? This is holding the fort against those who get frustrated easily and want to ‘quickly’ jump in to stop ‘wasting everyone’s time’. It’s keeping the space as a free and open one, so the quieter ones can speak more freely.

You've likely seen these individuals who care a lot about 'efficiency' time and time again in meeting. And you end up getting average results.

So once people feel they are secure that the pathway for acceptance stays open, they can set aside defensiveness barriers and are more likely to get more invaluable insights.

Questions you can use to frame this brainstorming:

?? Is the culture orientated towards short-term fixes or long-term strategies?

?? What underlying human-centred factors contribute to this issue? Is it poor listening, not caring, credit hogging but blame sharing, never challenging others or willing to wreck relationships to get ahead?

?? What are the desired outcomes from different stakeholders, and what actions are necessary to achieve the outcomes?

?? Who is impacted by this issue, both internally and externally, and what are their preferences and needs?

?? How can an issue can be reframed as an opportunity for growth and innovation? Within the fabric of the problem itself lies the seed of its growth.

?? What lessons can we glean from others facing similar challenges? Are they stagnant in their approach, or are they employing effective strategies worth emulating?

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Now, build the ultimate solution from all potential offers you receive in Step 3. Now it is time for convergent thinking: allow judgement to come in and do it’s work as it's the right place for it at the right time.

Failure to initiate this shift keeps people too open and the direction goes rudderless. This is why it you make sure people postpone their judgement, not abandon it.

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Implementing a process similar to this is essential for nurturing leadership qualities across the whole organisation. Everyone can embody leadership principles regardless of their status.

It's merely a matter of recalibrating learned responses.

• Is this process effortless? Far from it.
• Can it be achieved within a month? Unlikely.
• Will everyone change. No.

However, this process can evolve into the default approach to problem-solving eventually with consistent practice.

How do you get all of this in your workplace? Talk to me.

I also host a no-cost Eat'n'Learn at your workplace so people can start along the path.

Changing default patterns does take time. However, if the first step isn’t made, then you’ll stay up where you right are.

Let’s collaborate!

#ChangeManagement #EmployeeEngagement #WorkplaceCulture #Listening