THE QUICKEST WAY TO GAIN LEADERSHIP: PROBLEM-SOLVING

According to F. F. Fournies, writing in Coaching for Improved Work Performance, there are four common reasons why people do not perform the way they should:

1. They do not know what they are supposed to do
2. They do not know how to do it
3. They do not know why they should
4. There are obstacles beyond their control

We all have problems. Sometimes we think our generation has more problems than the last. The size of the person is more important than the size of the problem. People need to change their perspectives, not their problems. Problems give meaning to life. Policies are many; principles are few. Policies will change: Principles never do. Many outstanding people have overcome problems in their lives.

My Problem is not my problem: There is a world of difference between a person who has a big problem and a person who makes a problem big. Their problems are not their real problems. The problem is that they react wrongly to problems and therefore make their problems real problems. What really counts is not what happens to me but what happens in me. A problem is something that I can do something about.

A test of a leader is the ability to recognize a problem before it becomes an emergency

1. They sense it before they see it (intuition)
2. They begin looking for it and ask questions (curiosity)
3. They gather data (processing)
4. They share their feelings and findings with a few trusted colleagues (communicating)
5. They define the problem (writing)
6. They check their resources (evaluating)
7. They make a decision (leading)

You can judge leaders by the size of the problems they tackle.

Solve task-problem quickly; people’s problems will take longer.

The right attitude

The right action plans

THE PROBLEM-SOLVING PROCESS

1. Identify the problem
2. Prioritize the problem
3. Define the problem
4. Ask the right questions
5. Talk to the right people
6. Get hard facts
7. Get involved in the process
8. Select people to help you in the problem-solving process
9. Collect problem causes
10. Collect problem-solving solutions
11. Prioritize and select the best solutions
12. Implement the best solution
13. Evaluate the solution
14. Were we able to identify the real causes of the problem?

Did we make the right decision?

Has the problem been resolved?

Did I help people to develop problem-solving skills to manage conflict in the future?

Set up principles or policies to keep problems from recurring

• Never allow others to think you always have the best answers. This will only make them dependent on you.
• Ask questions. Help people to think through the entire process of their problem
• Become a coach, not a king. A coach brings out the best in others, helping them to reach deep down inside and discover their potential. A kind only gives commands.
• List their solutions on paper. Integrate your ideas with theirs until they have ownership of them.
• Ask them to decide on the best solution to their problem
• Develop a game plan
• Ask them to take ownership and responsibility for the game plan. Let them set up a time frame and accountability process.