Parent Post
Henry Kissinger
All too frequently a problem evaded is a crisis invited.
Engage those affected by
Engage those affected by the problem
Those who have a stake in the problem and the relevant solution often know the most. Solution-oriented leaders listen to the needs and concerns of all involved parties.
Great leaders create an environment where team members can freely share their views without feeling insecure about their position. The leader’s responsibility is to guarantee freedom to speak up without fear of negative consequences.
Employees expect leaders to
Employees expect leaders to solve problems both big and small. But a leader’s attention will be focused on issues of significance, which means medium-sized problems are often put aside to return later with a vengeance!
Great leaders don’t play the blame game. Instead, they use a “solution-oriented” approach to resolve problems.
Separate problems from peopleGreat
Separate problems from people
Great leaders ask questions until they understand the issue. A clear understanding of a problem delivers two-thirds of the solution.
When people attribute blame, highly qualified leaders focus on the problem at hand, keeping emotions controlled. By doing so, they can approach the situation fairly and find a suitable solution.
Use the WHY lensRespected
Use the WHY lens
Respected leaders only solve problems within their control and consider problems from a fundamental point of view. They ask:
- Is this our problem?
- Why should we solve this problem?
- What happens if we don’t?
- How would the solution contribute to accomplishing our most important goals?
Once they have answers, they explore solutions and can change the direction of the company and keep it operable.
Have a plan Great
Have a plan
Great leaders do not guess. They identify the core of the problem, forecast scenarios, and produce backup plans before formulating and sharing with stakeholders.
Leaders create a thorough problem-solving process and avoid panic at all costs, even in a crisis. They remain cool and retain a sense of humor.
Don’t point fingersGreat leaders
Don’t point fingers
Great leaders know that finger-pointing does not solve problems. It only adds new ones. It makes employees singled out feel broken, guilty and belittled.
Instead of blaming anyone, the leader starts problem-solving by narrowing down the issue.
When the problem has been addressed and potentially solved, they ask their team members what they learned from the experience and improve vulnerable areas.
Get inspired by problemsWhile
Get inspired by problems
While many leaders perceive problems as distracters, first-class leaders embrace problems as opportunities to make breakthroughs.
Problems fuel great leaders, providing opportunities to learn and grow to the next level. Great leaders don’t say, “Why me?” or “Why now?” They say, “Try me” or “Let’s make the most of it.”
Leaders like Richard Branson, Elon Musk, and Bill Gates view problems as golden opportunities to disrupt the market and revolutionize the customer experience.
Openly admit there is
Openly admit there is a problem
Great leaders acknowledge there is a problem and demonstrate the severity of the problem and the benefit of the solution to stakeholders, partners, and shareholders.
By establishing an open environment, great leaders avoid creating silos. This way, the leader takes responsibility for making the problem transparent and explores different dimensions of the problem.
