Fewer Complaints, More Solutions: A New Approach to People Problems

"If it weren't for people problems, we would be doing so much better!"

How many times have you heard some version of this statement? How many times have you had this thought?

I, for one, am guilty of simply wishing “people problems” away. I’ve also heard this sentiment from countless people in organizations all over the world.

It's not surprising that those of us who are educated and trained to perform a certain job would want to do so without interferences and barriers, especially issues for which there is no standard solution and which require the cooperation of others to solve. And that’s a perfect encapsulation why people problems are so vexing to so many.

People problems come in all different shapes and sizes, and even the same problem might call for an entirely different approach in different circumstances or with different people involved. In short, people problems are nothing if not complex.

Now, as a mechanical engineer by education, I’m not implying that technical problems such as those in engineering are straightforward and easy to solve. However, technical problems are at least discrete where people problems are ambiguous. For instance, we can all agree that 2+2 is always 4, but the solutions to people problems are never that simple. And while technical solutions are often easier to reapply once the parameters have been defined, it can be especially challenging to replicate and scale the solutions to people problems, if we ever discover them at all.

Contrary to popular belief, however, there are also timeless and universal principles that apply to solving people problems, although they require a more judicious approach than technical problems. The issue is that because many technical experts have been promoted to leadership positions solely on the basis of their technical prowess, existing leaders often lack the unique skills, tools, and mindset necessary to recognize and successfully address people problems.

I'm a firm believer that while tools and skills are necessary, they alone are not sufficient for leadership; mindset is the real game changer. When it comes to remaining powerful in the face of people problems, there is a small shift in mindset that changes everything.

Before I share that with you, let me ask you this: How many of you know people who are chronic complainers? Do you know those people who would rather complain and cause problems than do the work that needs to be done?

When I ask this question at speaking events, almost every hand goes up, and I’m guessing most of you reading answered in the affirmative as well.

Now, let me ask a different question: How many of you are like that? I mean, do you complain and cause problems for no reason at all? I'm guessing not, right? I have rarely seen any hands go up when I ask this question at events.

I always wonder how it is that I always end up preaching to the choir and all those “lazy people” somehow never end up in my sessions. How is it that everybody in the room knows other people who are complainers and slackers, but hardly anyone in the room is that way themselves?

The fact is that we judge other people by their behavior and we judge ourselves by our intentions. We tend to label others as problematic when they cause a problem, but if we have a bad day or are not at our best, we let ourselves off the hook because we see the justification for our own behavior.

Last week, I had the privilege of delivering a keynote at the ASCMConnect Europe event in Brussels about how “Transformative Leaders Create Highly Collaborative and Accountable Teams.” A suggestion I made during the keynote was that the one shift in our mindset that would leave us empowered is to stop being victims to "people problems" and instead focus on solving "people's problems."

As a leader, you would be well served embracing the idea that people problems are rooted in problems that people are dealing with and often need support with.

Sure, there will always be a very small percentage of people who consistently make poor choices and we must make sure that they are clear on the consequences of their behavior. But by far, most people want to do well and, as their leaders, we owe them the guidance and coaching to help them do so. And in some cases, we as leaders need to roll up our sleeves and take steps to solve problems when we are uniquely qualified to help, even if those problems aren’t strictly our responsibility.

For instance, one of the best initiatives I undertook in one of my underperforming operations was to use a roll-around workstation with a license plate that said, "Interrupt me!"

As I camped out in different parts of the operation, at first people were puzzled as to what I was up to. But eventually, they started coming up to me and sharing their issues and concerns. I would often coach and guide them on how they could go about dealing with their issues and that would usually be enough. Sometimes, however, the solution was out of their control, so I offered my help as their leader and made sure I followed through with what I said I was going to do. Long story short, this intervention, along with several others focused on solving people’s problems both at work and at home, made a huge difference in drastically shifting our results and our morale from then on.

So, next time "people problems" get under your skin, shift your thinking to how you can solve "people's problems" and get in action. I assure you it will make a world of difference.

If there are topics you find to be of special value to you, or if you’d just like to get in touch and chat about what’s going on with you, simply reply to this newsletter or send me an email at [email protected].?If you’re experiencing challenges that you would like my perspective on, or you’d like to explore how we can partner with you to support you in your transformative journey, please click here to schedule a call with me.?I’d love to hear from you.

Further Reading

If you’d like to learn more about topics covered in this week’s newsletter article, check out the related resources I’ve included below.

Let’s have a chat!

Clients and audience members at my talks frequently tell me:

• "I felt like you were talking specifically to me!"
• "Your perspective is so real and practical!"
• "Are you sure you don't work at my company? Because you were talking about exactly what we’re dealing with!"

I love hearing this feedback because my intent is always to make a real difference in your team's mindset and behaviors, which ultimately shape the culture, results, and fulfillment in your workplace.

The top problems we solve for clients with our coaching, speaking, and consulting services are:

1. People working in silos and lack of collaboration toward a shared vision.
2. Functional experts in leadership roles who aren’t equipped with the right skills and mindset to lead effectively
3. People in the middle or frontlines of an organization failing to take initiative and be accountable.

If you’re experiencing any of these issues—or other challenges you would like to get some expert guidance on—feel free to reply to this message and let me know your situation. I’ll get back to you very shortly with my thoughts on what you can do to start making progress.

Alternatively, click here to schedule a free discovery call to discuss your situation in more detail and to explore if and how The Ghannad Group can partner with you to transform your culture and results. During our conversation, I’ll share practical ideas and insights relative to your situation and we can jointly determine whether we can support you going forward.

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